Summary Of The Book Effective Management Of Change In One Week

Summary of the book Effective Management of Change in One Week:

INTRODUCTION
In this book we are given the necessary guidelines to manage change effectively in an organization.
On each day of the week, it presents certain aspects of the change that we must take into account in order to introduce it.
It is proposed to understand the change and all the implications that it brings with it in order to facilitate its management.
As we all know, changes are part of everyone's life and we must learn to assimilate them, because most of the time they signify an evolution, a development and bring with them situations and aspects positive.
We are told about the importance of the human being and of communication within organizations as determining factors to favor or harm change.

SUNDAY
UNDERSTAND THE CHANGE

The change is introduced and some of its implications are analyzed.

THE NATURE OF CHANGE AND A FRAMEWORK FOR UNDERSTANDING IT
Change is nothing new, it is constantly presented in all situations of our life and it occurs in an accelerated way, so all executive people in an organization, whatever their level, must learn and acquire the necessary skills to manage it and recognize that it presents challenges, such as: achieving successful administration while change occurs and contributing to effective introduction of the same.

All change has a nature that consists of a series of elements that must be taken into account:
The present situation, which is where the company is at the moment.
The desired future situation, which is where it is intended to arrive, is the goal, the objective, the situation for which the change occurs.
The transition period, which is the time during which changes occur and a critical period in the administration of the same, since strategies must be formulated to adequately manage these changes. It runs from the moment the change is announced until it is successfully completed.
The resistances or obstacles, which are the barriers to overcome during the transition from the present situation to the desired one.
Time, which is a very important element because it allows us to know how much time we have to develop the different activities that are necessary to achieve change.

It is possible that at a given moment there are several changes at the same time, or that each of them is in a different period of transition at the same time, each one in different stages; To successfully manage a multiple change you must have a clear perspective of the boundaries between the various changes that occur and you cannot ignore the fact that perhaps two or more changes are interrelate. Each change that occurs may require its own strategy, so it is necessary to analyze them individually.
Change can also be similar to a transformation process: entry, transformation process, and results.

OBSTACLES TO MANAGING CHANGE EFFECTIVELY
When facing a change, one must be aware of the obstacles that it can bring with it and the impact
likely to have on everyone affected by it.
Among the most common obstacles are: resource constraints; increasing workload; lack of clarity of objectives and bases for making local decisions, as well as difficulty in obtaining them at a higher level; resistance to change; lack of positive motivation on the part of staff; communication problems; large groups with different levels of knowledge, experience and competence that could aggravate communication and motivation problems, as well as slow down the change process; different attitudes of people to change, among others.

HANDLE CHANGE WELL
To manage change well, we need to be flexible in our responses to the challenges of change. You must have two qualities, each of which encompasses certain characteristics: personal (enthusiasm for growth, change and new experiences, risk taking, open to more than one course of action, responsibility, assessment of achievements, participation in activities more diverse and less conventional) and executive (not expected to be considered the technical "expert", understanding of the relationship between efficiency and human relations, search for respect, treat people as members of teams that seek to achieve common goals, trust in the evidence).
Based on the characteristics of these two qualities, studying the people who work in the organization will allow you to have a general idea about the attitude problems that we may face when making the change.

ANALYSIS OF FORCE FIELDS AND THEIR RELEVANCE FOR THE MANAGEMENT OF CHANGE
This analysis is a tactic to take advantage of the situation before embarking on the change, as a fundamental precondition for it, the desired goal must be determined, from which the different forces related to it must be identified: the driving forces, which tend to generate movements towards it, and the limiting ones, which inhibit this movement. The goal of analyzing these force fields is to help determine the best way to achieve that goal.
To carry out the analysis, the "limits" of the environment in which the change will occur must be identified and the forces must be expressed in a specific, relate to people and their points of influence, as well as include potential forces and those that can be identified at the time of analysis.

MONDAY
ADMINISTRATION DURING THE CHANGE

Some of the problems of change management in a transition period are examined. The influence that the feelings of the staff have on the changes is considered.

PERSONAL PROBLEMS DURING A PERIOD OF CHANGE
A change always brings with it a series of reactions from the staff, which commonly represent a problem for the change, since people are the greatest assets you have and if they are not comfortable, they will not favor the change. Some of these problems are:
Uncertainty: To treat and avoid it as much as possible, you must have good communication channels, regularly explaining changes as completely and clearly as possible and maintaining consistency in what It is said that. Every effort should be made to ensure that any development news about the proposed change is communicated to staff as quickly as possible.
Uncontrolled expectations: Expectations must be kept under control and be realistic, because if they are not they can lead to a feeling of anticlimax and of lower morale, these should not be allowed to become too high or remain too low, as they can lead to a lack of enthusiasm.
One strategy to motivate staff is to paint a picture of better times to come.
Motivation levels: Maintaining it requires great efforts, enthusiasm must be cultivated and nurtured, as well as always project a positive attitude and show commitment no matter what you feel in the inside. You must recognize the achievement and keep in touch with the teams, feelings, problems and progress, in greater As usual, you should also lead by example and be available to staff in a timely manner. regular.
Resistance to change: It is an extremely important problem, so the root causes must be addressed instead of the symptoms.
Tension: this occurs in general due to the fear of being unable to handle change, it is not commonly recognized.
Ambiguity of the role: As the situation of change unfolds, the areas and responsibilities of the people will change, therefore, adequate control must be carried out and communication maintained to prevent a task from falling between two people.
Balancing "hard" and "soft" administration: For this you must have sympathetic, motivating and understanding, firm decisions and responses, clear direction, and capacities and willingness to say sometimes "not".
Difficulties in answering staff questions: A number of questions will arise from staff about the change, some Sometimes the answers will not yet have an answer, before which it is necessary to admit and not pretend that it is not possible to inform it by various Causes. It will probably be necessary to take some action to get answers to these questions, if something is promised it should be kept and fulfilled, if the Time elapses and it has not been possible to give a response, the staff must be informed and those who participate must ensure that it is followed searching.
Impact of simultaneous changes: Personal problems can be aggravated by simultaneous changes that occur, either externally or beyond the control of management. local, what it can bring: resignations, difficulty filling vacancies and confusion as the elements of the changes become nebulous.
Maintain and perpetuate commitment to existing systems: Difficulties may arise when new and existing systems and procedures operate in parallel. It may be necessary to divert staff from the existing system to prepare for the change to the new system, which can lead to stress and apathy among staff. Given this, personal feelings must be subordinated by demonstrating commitment to existing systems and change, exhorting the team's commitment to set intermediate goals of achievement for the existing system and the change, maintain control using regular checks to measure progress against the plan of change.

SOME GUIDELINES FOR MANAGING CHANGE EFFECTIVELY
There are no immediate and consistent rules for managing change, but there are some principles to consider: hard work must be done to establish and demonstrate the need and benefits of changes, think and reflect on proposed changes, initiate change in ways that engage staff as a team and that don't leave them feeling “used” as a means of getting things done, encourage full expression of objections and handle them on their merits, avoid pretending look for revisions to changes made unless intended, know that words should be consistent with actions, be prepared to make changes themselves and listen to the ideas of subordinates, recognize that several heads think more than one, value the contributions that others could make, remember that no one has a monopoly on knowledge or wisdom and monitor progress through changes and reinforce it, recognizing that change will not occur but must make it happen.
You should think about changes as far in advance as possible to get an overview of what may happen.

TUESDAY
STRATEGIES TO MANAGE CHANGE

Change requires careful detailed planning; You can't depend on "doing it on the fly." Major changes rarely come without notice, the advance warning period is precious as allows to prepare and especially formulate the strategies to handle them, the following should be considered aspects:

CHOOSE A GLOBAL STYLE OF MANAGEMENT
In doing so, it should be taken into account that there is no optimal style and that where there is a prolonged and complex change, it may be appropriate to do a combination.
These are classified according to the amount of influence that is retained by management or provided to staff:
The management says: only what is going to be done is reported; it is quick, unambiguous, and decisive, but carries with it a danger of resentment, as staff participation is not allowed.
The administration says and convinces: it advertises itself and tries to persuade the staff of the benefits; the administration maintains control, it may be perceived that participation is only requested by appearance.
Management consults: changes are announced and staff comments and perspectives are sought, management makes final decision; You get more commitment from staff, but it is time consuming and can bring resentment if staff perspectives seem to be ignored.
Management invites participation: management and staff act to solve problems together; it brings greater commitment from staff and better decisions, but is time consuming and management has less control over the outcome.
Negotiation: It will depend on the existing arrangements between the organization and the union.

INCREASE THE DESIRE FOR CHANGE
For this there are 3 basic tactics: focus on the disadvantages of the present situation, build a vision of a better state of affairs or combine both approaches.
Appropriate timely training can contribute to an increased desire for change.

COMMUNICATION ON CHANGE
Everyone who will be affected by the change should be informed, as exclusion can lead to resentment and should be communicated as much as possible and as soon and continuously as possible to avoid rumors. The most convenient thing is that the communication is done both orally and in writing, using diagrams and plans to reinforce it.

BALANCING PEOPLE FOR AND AGAINST CHANGE
A way must be found to win over the apathetic, in order to increase the number of those who favor change.
Staff must be involved if balance adjustment is to be successful. There are other reasons to spend time on this: show them respect and gain their trust and respect in return; get the commitment, which can be of several types: communication from management (perhaps causing apathy), inquiries (perhaps deadline does not allow it, and cosmetic), consulting staff representatives (may not be representative), and staff involvement (time consuming, but most optimum); get the benefits of detailed knowledge and gain access to a 'early warning system'.

CHOOSE THE APPROPRIATE STRATEGIES FOR THE TIME AVAILABLE
From the time available, the way in which the change will be managed is chosen, taking into account all the activities that will have to be carried out.

WEDNESDAY
RESISTANCE TO CHANGE

Resistance to change is part of the normal human condition, this and its causes are examined here.

FORMS OF RESISTANCE TO CHANGE
This can take various forms and can be confronted by:
Direct opposition to the proposed change and a reluctance to adopt the prescribed changes: It is unlikely that occur, rarely does a person's resistance reach this level, disciplinary action may be the only remedy. Mass resistance is unlikely, unless a union participates.
Resistance is likely to take more subtle forms such as: uncooperative attitudes, apathy, reluctance to do things in new ways, a reduced pace of work, open criticism, formulation and dissemination of unfounded rumors, delay in giving effect to the change, attempts to persuade management to extend the consultation period, including other
The best way to introduce changes must be sought with the cooperation of people.
The importance of understanding the causes of resistance: If you understand them, you are more likely to anticipate them and take preventive action to eliminate it or reduce it as much as possible.

FEAR AND FACTORS THAT GENERATE IT
Much of the resistance is based on fear, which comes from uncertainty, caused by misconceptions about the implications of change due to poor communication. Some of the factors that generate it are: perceived threats to intrinsic benefits (satisfaction, relationships), perceived threats to rewards extrinsic (pensions, vacations), those perceived to the cohesion of the group (department, club), as well as perceived conflicts with other roles (father, child). There will also be resistance based on lack of understanding. Another cause of resistance will be the reaction to the way of introducing the change, as opposed to it, which may have more impact than the change itself.
The people most likely to resist change are: the oldest, for fear of being unable to adapt; the less educated, who may not understand the need for change; the least competent and those at a lower level in the organization, who are likely to be the least informed and have the most influence from others.

THURSDAY
MANAGE RESISTANCE TO CHANGE

STRESS AND ITS LIKELY EFFECTS
As already seen, tension and change in general have a great relationship with each other, since in general this It is given by the fear that one has of being unable to handle it, which brings with it a resistance to change. We are all subject to a degree of tension, because it is something we need to function, as long as it does not fall into excess; a good indicator that this has happened is a prolonged departure from a person's normal pattern of behavior.
Tension is infectious and occurs differently in each person, as it is influenced by personal circumstances. Some probable actions to stress are: physical and mental illness, apathy, low self-esteem, anxiety, insomnia, aggression, uncertainty, poor time management, reduction in performance standards, increased consumption of alcohol and cigarettes, withdrawals, etc.
Some actions that can be taken in response to stress include: creating opportunities for people to express their fears and listen to them, stay close to staff to be aware of and counteract rumors circulating, provide regular information on changes and their progress, involve staff in planning and introducing changes, ensure that no one feels they are 'left out', advise those who have problems, among others.

MANAGE RESISTANCE TO CHANGE
Countering resistance to change requires a variety of skills and attitudes and fundamental in this is that people know their staff as beings humans and that they get to know them, for which it is necessary to speak individually and informally from time to time, in order to gain their trust and facilitate the direction.
Communication is extremely important at all times, not only in periods of change, staff must be kept informed about what is happening to avoid rumors.
The education of the staff is also of great importance because they will understand things better and will have awareness of what is actually happening, so that resistance will become less likely or easier to handle.
The pressures both internal (strategic decisions, internal political conflict, lack of flexibility, inadequate equipment) and external (legal, political, economic, social, technological, competitive) will greatly influence the resistance to change, so they must be understood and directly related to the changes.
There must be a commitment and participation of both staff and management, since the attitude of the former will change only if he perceives that the attitude of management changes; the opinions of those who are closer to the action should be sought regarding the way to implement decisions executive., since the staff who feel they have a certain degree of ownership in the decisions will implement them with a greater commitment. This commitment and support require providing training and advice, in order to give knowledge, skill and confidence.
Care must be taken when informing the advantages that the change will bring, since the people who subject to inconvenience and stress without immediate benefits are unlikely to favor it. It should speak of the advantages towards the staff and not towards the management of the firm.
When time is short and circumstances leave no other option, it may be necessary to instruct or order the staff who oppose the change adopting different procedures or practices, this must be done firmly and without ambiguity. It will solve the immediate problem, but it is unlikely that it will remove deep-rooted resistance.
Care must be taken not to introduce the reversal aspect of change, for if this is suggested and not followed, mutual trust and trust will be eroded.

FRIDAY
THE PSYCHOLOGICAL IMPACT OF CHANGE

The psychological impact of the change and the implications on the form of personnel administration are analyzed, aspects that are often ignored when the change is planned or occurs.

FOUR STAGES OF THE TRANSITION PERIOD
Knowing these four stages makes change management easier:
Shock and resistance, confusion, integration and acceptance.

LIKELY BEHAVIOR AND APPROPRIATE RESPONSES
Shock and resistance: Change will generate resistance, since the current state of affairs will seem preferable to change, since a fear of the unknown predominates. People resist losing rituals, practices, and colleagues, feelings of inadequacy may arise, status and authority may appear to be under threat. Some appropriate responses to this are: listen and allow the resistance of resentment to express itself, provide the maximum amount of information to counteract rumors and anxiety, as well as to allow staff to engage with the change.
Confusion: It will occur with respect to new roles and development of new relationships. Apathy will be replaced by requests for information and clarification, although there will still be fears about what is happening. You must continue to communicate and listen, as well as involving staff in decisions; Objectives, functions, responsibilities, roles must be established and guidance and training provided to personnel. Leadership needs to be provided.
Integration: Optimism and job satisfaction begin to resurface, anxiety is reduced, establish new working relationships, you begin to look ahead and return a sense of competence and self-worth. Staff should continue to be involved in the change process, as well as communicating as much information as possible and listening.
Acceptance: The sense of self-worth is recovered, people feel that their contributions are recognized and now do not feel threatened, work relationships are rebuilt and new channels of communication are established. communication. Once again, managers distribute their attention between people, team and the task.

SATURDAY
INTRODUCTION OF CHANGE

Ways to introduce change are being sought.

METHODS OF INTRODUCING NEW SYSTEMS
Direct Immediate Change: The old system is discontinued and the new one immediately begins to be used afterwards. The advantages it brings is that it is direct, which brings with it less general uncertainty, there is less corporate disruption and the entire organization follows suit and a uniform standard of service. The disadvantages is that it brings a level of risk, since the knowledge of the acceptability and the operation of the new system, as well as that any failure will appear anywhere and cannot be located. A very thorough pre-test of the system is required as it does not offer a second chance.
Run in parallel: The existing and new systems operate side by side until the new one fully satisfies. There is a certainty about the new system before the old one is concluded, but it is very demanding in terms of work and resources and there is a possibility of confusion between both systems. It ensures continuity of production, but can only be used if both systems provide results that serve the same purpose.
Pilot projects: A part of the organization is taken as a test, to identify how to manage and direct the staff during the change. It makes it easy to identify problems and unforeseen side effects, although it brings uncertainty in places where pilot projects occur and elsewhere. Pilot sites should be chosen carefully as typical representatives of the types and pressure of work, as well as the level of personnel.
Test period and forecast: Frequently used, the test is carried out throughout the organization. It avoids compromise with a system that may not work and shows an open mind on the part of the management, but it brings with it an uncertainty during the test period and the one that follows. It is highly appropriate for innovative changes.
Gradual and incremental introduction: it can be given by introducing parts of the change sequentially until is completed (complete organization) or by introducing it in successive parts of the organization (change full). The former allows staff to have long adjustment periods in small steps and training to take place in deeper steps. and effective and the second gives the opportunity to “manage change on the fly” and to exercise control over the project with greater ease.
SUPPORT DURING A PERIOD OF TECHNICAL CHANGE
This should be aimed at providing knowledge, skills and confidence, to allow staff to manage the change and use the new system effectively and efficiently, to solve problems and difficulties as they arise.
Support generally takes the form of a combination of: training, interpretation and explanation of manuals and circulars, from a system support team, local support and support by staff managers (counseling, motivation and ID).

ACTION PLAN TO INTRODUCE CHANGE
You should choose a format that meets the needs of the project you are participating in and it may be necessary to make more than one copy and one version before concluding the project. The format you choose is a means to an end, a tool. The criterion against which it must be judged is whether it is useful and not artistic.

CONCLUSION

As a conclusion about this reading, I can say that the changes bring with them a series of implications both internal and external that must be taken into account if it is to be carried out in a adequate.
Man is the main resource that must be taken into account when wanting to introduce a change, because this, as it is said in the book "is the greatest asset you have" and therefore everything depends of the.
At the moment when a change is announced, people tend to speculate about many things, a situation that brings with it a general fear and uncertainty.
Communication is the most important element within an organization, as it is the lubricant of relationships between management and staff. In a time of change, this should be increased to the maximum because, as I said, changes lend themselves to a series of speculations that if not cleared up immediately will result in resistance that will do much more difficult change.
Faced with a situation of change, people tend to present different attitudes against it, which is necessary to know to be able to treat them in time and give them a solution, avoiding that they become complicated and bring with them more problems serious.
Staff commitment to change is essential, because if they feel part of it, they will do everything possible to promote it.
The change requires time and resources, which must be used to the maximum. Planning and anticipation are essential. They may not eliminate problems, but they can do a lot to reduce them.

BIBLIOGRAPHY

HARDY George, Effective change management in one week, Trad. By Juan C. YOLLY, Mexico: Panorama Editorial, 1997. (1st. reprint in Spanish).