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(Gayle, 1993)
It could be said that the consultants engaged with firms experiencing change is required to adhere to the following important steps. The consultant is required to define the project goals and scope and inform employees about their anticipations. They are required to offer personal training to the leader(s) when the firm is undergoing transition. The consultant is required to choose suitable persons to include in the team. There is a necessity to have the support of other senior managers as well as stakeholders in the project goals and scope and offer a channel for important managers to offer necessary direction at crucial decision points in the system. The consultant is required to be certain that someone is liable to each detail of the transition. It is pertinent for the consultant to make sure that timelines for all types of changes are being established. (Burrello, n. d.)
It is pertinent to make sure that budget as well as resources are allocated for the design stage; work in co-operation with the transition team to generate a positive network of conservation regarding the project. The transition team is required to listen and react to staff issues, and offer updates on the progress of the project, foster and implement change management training programs for the staff. The training would associate methods to assist people to avoid the past, such comprehension and accepting symptoms relating to grieving; assisting people to articulate new attitudes as well as behaviors required to make change function and a reiteration of the 4 P's relating to transition communication: Purpose: that narrates the 'why' of the action; Picture: the overall look and feel such as when we attain our objectives; Plan: step-by-step regarding the manner in which we would get there. What you can and are required to perform to assist us move forward. Moreover, the consultant is required to perform with top management and the transition team to eradicate organizational hurdles that affect the progressive team's capability to go on with the responsibilities. This may incorporate to dissuade the old rule book...
(Burrello, n. d.)
To conclude, it may be said that change management advocates that the most successful mode of making required changes is to detect the prevailing resistances towards change and to concentrate efforts on eradicating or reducing as much as possible. Consultants concentrating in this field help organizations to successfully deal and come across the forces which are normally related to organizational and individual objections to changes.
References
Burrello, Kelly N. (n. d.) "Change Management: The Consultant's Role" Retrieved 14 October, 2007 at http://www.diversitydtg.com/articles/change-management.htm
Davey, Neil G; Alderfer, Clayton P. (1972, Dec) "The External Consultant's Role in Organizational Change" Administrative Science Quarterly, vol. 17, no. 4, pp. 617-618.
Gayle, Moller. (1993, Summer) "The Consultant as Organizational Change Agent" New
Directions for Adult and Continuing Education, vol. 58, no. 4, pp: 73-79.
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