An organizational change discussion was introduced with the following “How many process improvement consultants does it take to change a light bulb? One, but only if the light bulb really wants to change.” The topic’s title included the word “inertia” indicating that change is resisted. So how do you reduce resistance? Regardless of the type of change being implemented, a successful project always requires support from the top of the organization. Management support and directives motivate people.
Even when people are highly motivated, change can be stressful and scary. As we age and move into the over 50, senior citizen ranks, it is more difficult to change. The spirit may be willing, but the flesh is weak or inflexible. People issues have crippled project of all kinds project – whether technology or process, or organizational structure or management. Stress and post implementation distress must be expected and accommodated.
Bottom line: To make an organizational change successful, it has to be well planned, with simple steps that are well communicated.
See the July Newsletter for details about Michael Nearman of AGSI who addressed the June 2008 Atlanta SPIN (Software & Systems Process Improvement Network) meeting.
Sandra Noble
NOBLE FINANCES
NOBLE & ASSOCIATES CONSULTING, INC