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Change Management
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Managing your Change

In many ways it is up to you to manage a good portion
of the change. Certainly you should try to take charge of those aspects of the change that impact you directly. The change sponsors will be working with change agents to make it happen. It will be difficult for them handle some levels of detail. But those details will be most im­portant to you. It is important for you to be open and share your confusion, fear, or anger with the people who are sponsoring the change, the change agents, and other targets.

Work to create a definition of the desired state that is meaningful for you. Look at all the expectations of the desired state to understand the risk to you. Then use this information to help create a safer desired state.

Work to create a role for yourself in the change. Re­ject the role of victim. Take definitive action. Volunteer for work on the change.

Finally, use all the information you have gathered to make your own choice as to whether to change or not. No one can make you change. You may have to change organizations or work, but it is your own decision.

Dealing with People

Find out about communications, learning and reward opportunities, or systems and use them to reach your
change goals. If they do not exist, help create them and other new opportunities and support systems as needed. Build bridges with others going through the change. Test your concerns and ideas with each other to improve your understanding of the change. Remember you are not alone.


Once again, volunteer to work with others to create the change. This plugs you directly into the change pro­cess and gives you the best information and opportuni­ties to shape the change. You will rely less on gossip and more on real data.


Work hard to understand the choices available to you. You are not really boxed in. No one can force you to change. Create new opportunities and choices when needed. You will make your own informed choice about the change.


During this discussion we have been outlining a simple model for managing change. This model is based on LaMarsh's model. It consists of five steps and looks like this.

Step 1. Identify the Change

      Current State

      Desired State

      Delta State

Step 2. Prepare to Change


      Change Agents





Step 3. Plan the Change




Step 4. Implement the Change




Step 5. Monitor the Change

This model is scalable. It can be used for organiza­tional change or personal change. The first step is your data-gathering and understanding of the three states of change. You have the opportunity to define the change in terms that are meaningful for you and others who are going through the change with you.

The second step continues the data-gathering by iden­tifying the key roles encountered during the change and your relation to them. It also captures the impact of culture, history, and resistance on the change process.

In the third step you take all this information and actively plan the support you need to successfully com­plete the change. You will look at what kind of commu­nications links and opportunities you will need to gain and give information. You will also determine your learn­ing requirements and how the rewards system may be changed to support you during the delta and the de­sired state. This is your personal change plan.

The fourth step is the execution of your personal change plan during the delta and entering the desired state.

The final step is your ongoing measurement of the actual change and the expected results.

To Be Continued

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 12


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