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5 Tips to Managing Organizational Change More Effectively

A wise management person once said that if you want to make an IT omelet, you have to break a few organizational eggs. At least, that’s the essence of Dr. Karen McGraw’s post on Bruce McGraw’s Fear No Project blog. Without change (and few temporarily disgruntled employees) progress in the organization is simply not possible. Karen McGraw gives us five reasons why.

5 Eggs the Change Manager must Break

  • A Separate Project to Manage Change
  • A Strategy to Support the Implemented Change
  • A Plan to Aid Business Alignment
  • An Informed Leadership
  • An Official Methodology

Organizational change is about creating new processes, changing whole cultures, and realigning information and work flows across entire departments. In other words, it’s ‘the whole shebang’ and needs to be treated as such. Therefore, plan to create a separate project for the sole purpose of managing change.

If you’re thinking that change management is about implementing new IT systems or inciting users to adopt new conventions, think again. The most crucial component to any organizational change is ensuring that employees are supported throughout the often turbulent transition period. Putting goals in writing is the best way to ensure their execution. That is why change management and communications plans should be treated seriously, like the declaration of independence. If your outcomes are not aligning with your written objectives, it’s time to consider their constitutionality!

Quite literally, no change occurs without strong leadership. Rally the chieftains of every department around a single banner of change. Become involved and encourage the active involvement of executives to legitimize the change initiative. No empty figureheads allowed. Lastly, come to the change process with an established methodology, PMBOK or Agile binder firmly tucked under arm. The Kotter 8-step model is another prime example of method-as-fallback-plan.  Don’t be shy about making the process a formal and structured undertaking.

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About Eric Anderson

Eric Anderson is a staff writer for CAI's Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master's degree in communications at Penn State University.

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