Even the best plans can derail. Conditions change – changing market forces, new directives from headquarters, a change in personnel, a union election, and so on. In other words, resistance to change takes over. Managing organizational change is especially challenging during this stage.
Three critical things to know at this stage:
- Be able to spot resistance early and in its many subtle forms, and be able to determine if the potential derailment is caused by technical, financial, or human factors. These are common sources of resistance to change. If you know these, you can avoid many of the real headaches that come with change.
- Ways to find out why things are going off track. If you judge
wrong, you can either get people madder at you or waste
some valuable time.
- Strategies to turn opposition and reluctance into support.
Here are some tools that can help.