What organisational change buzzwords should I use?

None. Being seen to be implementing the latest fashionable organisational change fad is almost certainly a recipe for failure. If a director or senior manager only becomes a "champion" of organisational change because they saw or read of a change initiative somewhere, then whilst they may initially be able to generate enthusiasm this will soon turn into cynicism when employees realise the organisational change initiative does not address the long-term needs of the organisation. In fact the organisational will be worst off because employees will, quite rightly, conclude that management is not in touch and do not understand their real organisational change needs. Everyone will be alienated.

For organisational change to work it must be a unique solution crafted by your organisation and for your organisation, to meet the current and future needs of your organisation. After implementation, if you want to label your organisational change as the fad of the day, go ahead, but wouldn't a message that you did your own thing, with the reward of being a world-beater, be better than simply being a "dedicated follower of fashion" - now where have I heard that before?

How would I benefit from an organisational change consultant?

Consultants specialising in organisational change can fill a number of needs. First, they can acquire useful information from customers, suppliers, employees and managers. Second, they can provide generate insight into organisational change issues not previously known, or understood, by senior management. Third, they can facilitate organisational change decision-making sessions that lead to clear change management action. Fourth, they can provide specialised organisational change expertise in a new procedure, technique or way of thinking that is unknown to the organisation.

How do I minimise resistance to organisational change?

If your intent is to eliminate resistance as part of your organisational change strategy, forget it. This is not the middle ages. However if you wish to understand and then deal effectively with peoples concerns about organisational change then make sure they are always kept well-informed, provide them with financial and job security whenever you can, and never underestimate their need for emotional, technical and developmental support throughout the period of organisational change.

What are the common pitfalls when implementing organisational change?

There are many reasons why organisational change fails. Among them are:

• management following fashionable ideology not suited to their organisational change requirements
• unclear or unrealistic organisational change expectations
• not realising that successful organisational change takes persistent effort over many years
• inconsistencies between management's declared organisational change objectives and their change management behaviour and actions
• assuming training employees or reorganising them is the only organisational change they need to make
• not changing supportive organisational change and development systems
  

How do I obtain commitment to our organisational change plans?

People are always committed to decisions and plans that they helped form, establishing organisational change plans is no different. Be consistent in the way you manage, organisational change is not an alien concept so do not abandon virtues and values!

Where do I start with an organisational change initiative?

Before you decide on any major organisational change, conduct a thorough, unbiased evaluation of your organisation, its problems, needs, opportunities and threats. When you have done so ask whether the identified organisational change will address the future or will you find that once organisational change has been achieve the world has moved on and once again you will be playing catch up.

The funny thing about organisational change is that it can never end.