{"id":3115,"date":"2022-06-12T08:30:26","date_gmt":"2022-06-12T07:30:26","guid":{"rendered":"https:\/\/aspireeurope.wordpress.com\/?p=3115"},"modified":"2022-05-26T16:36:29","modified_gmt":"2022-05-26T15:36:29","slug":"7-deadly-sins-change-management","status":"publish","type":"post","link":"https:\/\/aspireeurope.com\/blog\/2022\/06\/12\/7-deadly-sins-change-management\/","title":{"rendered":"Seven Deadly Sins – Change Management"},"content":{"rendered":"

This another in our popular Seven Deadly Sins series, this time we tackle the difficult topic of change management.
\nLet’s face it, change is everywhere and despite all the intellectual energy that has gone into change management over the last 2,000 years, we are not going to master it any time soon.\"\"
\n“We trained hard but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” Gaius Petronius Arbiter, Roman solider (c27 \u2013 66AD)<\/em>
\nIt is also fair to say that there is no sign of it slowing down either, in fact, it is accelerating. So, to help you out, here are our Seven Deadly Sins of Change Management that you may wish to avoid in your organisation:<\/p>\n

    \n
  1. Underestimating the organisation\u2019s permafrost<\/strong> \u2013 assuming the support of middle and senior management to the initiative is a deadly mistake. Despite the rhetoric, they really don\u2019t like change as they are often overworked already. They are regularly caught in a trap between executives and staff, which can mean implementing strategies they don\u2019t believe in.<\/li>\n
  2. Mistaking consultation for influence<\/strong> \u2013 inferring people are being consulted when they are in fact being told what is happening is a great way to increase resistance. \u201cConsultation\u201d is a word with multiple meanings, so understanding the level of authority associated with being \u201cconsulted\u201d is always worth considering.<\/li>\n
  3. There is nothing so unfair as to treat everyone equally<\/strong> \u2013 each individual and group will respond in a different way as the impact of change will be different. Assuming that everyone will welcome or reject it, is asking for trouble. The question everyone will want to know is, \u201cwhat is in it for me\u201d and that will define the level of support or resistance you experience.<\/li>\n
  4. Assuming the benefits are attractive<\/strong> \u2013 often the benefits for the organisation are threats to individuals; so whilst the leaders are excited about how great the new world will be, most of the staff are dreading what it will mean for them.<\/li>\n
  5. Declaring victory too early<\/strong> \u2013 just because the early skirmishes go well, do not assume that the battle for change has been won. Pushing change past the tipping point and gaining momentum is the hard bit. The extra effort needed to mobilise the organisation and create the shift in balance is much harder than sustaining the established pace.<\/li>\n
  6. Leaders failing to lead<\/strong> \u2013 inconsistent messaging creates ambiguity and the leaders of change do not step forward to clarify direction or resolve conflicts. Signposts are needed that symbolise the old world has gone and that new ways are being established.<\/li>\n
  7. Underestimating the forces of darkness<\/strong> \u2013 the Refuseniks back off under pressure when there is structured change management in place but the chattering subversives will re-emerge when it is safe and try to re-establish the old practices.<\/li>\n<\/ol>\n

    \u201cNever attempt to win by force what can be won by deception”.  Niccolo Machiavelli, The Prince<\/em><\/strong><\/p>\n

    If you need any further support, our services may be able to help. Why not have a look at our brochure<\/a> to see the services we offer, or visit our website at www.aspireeurope.com<\/p>\n","protected":false},"excerpt":{"rendered":"

    This another in our popular Seven Deadly Sins series, this time we tackle the difficult topic of change management. Let’s face it, change is everywhere and despite all the intellectual energy that has gone into change management over the last 2,000 years, we are not going to master it any time soon. “We trained hard […]<\/p>\n","protected":false},"author":1,"featured_media":2801,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[10],"tags":[108,286],"_links":{"self":[{"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/posts\/3115"}],"collection":[{"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/comments?post=3115"}],"version-history":[{"count":4,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/posts\/3115\/revisions"}],"predecessor-version":[{"id":4619,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/posts\/3115\/revisions\/4619"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/media\/2801"}],"wp:attachment":[{"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/media?parent=3115"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/categories?post=3115"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/aspireeurope.com\/blog\/wp-json\/wp\/v2\/tags?post=3115"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}