There is need then after the belief to try and remove any obstacles that may be there. These obstacles could be some people resisting this change or the structures that there are could be a barrier to the changes that are being advocated for. One should put the structures for change and strive to remove the obstacles that could be there. The removal of such obstacles will act as a big booster to the people who are ready to support the vision and keep the change process moving forward.
Step 6 -- create short-term wins; bearing the motivating aspect of success, there is need to make the people feel the benefits and successes of the change as days go by and not waiting till the very end which could be quite far for some participants, but can be made more practical by allowing them to see the step-by-step gains and benefits as the vision moves along. This is a measure against those who may be out to negatively criticize the changes as they progress. This can be achieved through establishment of short tern goals that are practical ad have almost 100% chance of being achieved.
Step 7 -- build on change; this comes on the realization that many change initiatives fail due to the declaration of victory and meeting of targets too early in time. There is need therefore need to access and see if there has been achievement of a long-term change. It should be viewed that each success provides the platform to build upon the issues that went right as the management identifies areas that can be improved. This is a step that is possible if the management analyzing what went as was planned and what can be improved, setting of new goals so as to continue building upon the already built synergy, there should be an attitude of continuous improvements and ensure that the ideas are kept fresh by introducing new change agents.
Step 8 -- imbibe the changes in corporate culture; it is true that for any change to be long lasting, there is need to imbibe it into the culture of the organization since the corporate culture will more often than not dictate what gets done and what doesn't get done. This means then that the vision should be able to show in the daily running of the organization. Once the manager strives to ensure that the vision is visible in all aspects of the organization, then the vision will find a central part in the structure of the organization. It is also significant to ensure that the organizational leaders continue to support the vision, this will be crucial to ensure that you do not get back to step one and have to do the same thing all over again after a short period.
This is the central process and part that the management can play in the management of change as well as ensuring that the ambiguities that come with the change are put under considerable control as the people are engaged in the change process hence leaving little space for them to be uncertain and have traces of ambiguity.
It is clear therefore that the process of managing change is not a simple and haphazard process but must be systematic. Since this process may take time, I suggest that a regular check on the employees understanding of their roles is crucial since this is the only way that the management can know the levels of ambiguity and uncertainties within the organization. Regular communication about the performance of the employees back to them will also act as a reassurance that whatever they are doing is right or wrong. In the event that they are right in what they do, then it will be a booster of their spirits and a reassurance that they are on the right path. If the results are that they are caught in the ambiguity circle, then there is room to have a chat with them and allow them to improve on their roles.
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