fokici.blogg.se - Unrealistic optimism organizational change

Don't push others to trust you further than you trust them.It may be biased and you don't have to swallow it whole. Ask for feedback and acknowledge unasked-for feedback on the subject or your own trustworthiness.Understand what matters to people and work hard to protect whatever is related to that.Listen to people carefully and tell them what you think they are saying.Don't make promises you can't or won't keep. Show how endings ensure continuity of what really matters.Let people take a piece of the old way with them.Give people information, and do it often.Expect and accept the signs of grieving.Acknowledge the losses openly and sympathetically.Accept the reality and importance of the subjective losses.

"The single biggest reason organizational changes fail is that no one thought about endings or planned to manage their impact on people." Managing People During Organizational Transitions

Give each person a part to play in the plan AND the outcome.

Paint a picture of how the outcome will look and feel.

Clarify and communicate the purpose behind the outcome you seek.

Less support from above: management overwhelmed or unavailable.

Sense of loneliness and isolation, hard to find personal support within the organization.

Increased need to address issues of staff morale, discipline, motivation, complaints and interpersonal conflicts, though there is less time available for resolving these problems.

Need to communicate more carefully and repeatedly.

Being misunderstood, misinterpreted, not listened to.

Difficulty delegating tasks because everyone else is already overloaded with work.

Burning out by taking too much work on, long hours, not taking breaks or vacations, worrying about work at home, insomnia, unrealistic expectations, perfectionism.

Loss of self esteem if quality of departmental performance declines. Feeling responsible for a department's productivity and reputation as resources, staff and other support is reduced.More personal and emotional problems brought to your desk many you cannot solve.Fear of violence or other acting out behavior. Being a focal point of employee anger, fear and mistrust as they go through the change process.Implementing changes which were decided from above that you may not agree with.Emotional stress and guilt related to making decisions that have powerful consequences on employee's lives.(Adapted from Managing Transitions by William Bridges)