A new approach to change management offers a different paradigm to implement organisational change to let go of antiquated processes and start to experience real, lasting change in organisations.
FREMONT, CA: In the contemporary world, change management is one of the key concerns where companies must maintain consumer and stakeholder demands, public safety policies, increasing competition, technological changes and intercultural understandings. As organisations require change management, it becomes challenging for leaders who try to implement a conventional change management initiative. Time constraints for additional training, the difficulty for employees to adjust to new behaviours, professionals, managers, and employees getting distracted by other immediate tasks make it hard to implement change management approaches easily.
Traditional change management is no longer effective, but reversing the model can rapidly derive meaningful, measurable and sustainable results. Therefore, deploying breakthrough change management operates differently from traditional approaches.
Traditional change management starts by educating employees on the process and values of change management. They are used to follow a method that operated in the past and does not apply to today’s demands. While considering real-time constraints, breakthrough change management (B STATE) introduces an outcome-driven technique starting with the leadership team defining the do-different approach to accomplish tasks. Learning and training are conducted later in a more focused way. As operating is more important than learning, implementing allows teams to begin change immediately and rapid feedback and course correction.
Usually, traditional change management trains leaders in the individual skills of change management. This includes managing people's views of change with emotional intelligence, communication, and training skills. Receiving leadership support for the change is a goal of the training. On the other hand, leaders find it difficult to invest in something they are not confident with, which returns ownership to the trainees.
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However, B STATE change management does not depend on individual leads to lead the change. It exploits leadership teams to recognize how roles and expectations should change at each phase and how those changes are interlinked to generate a different result. Team members initiate shared ownership accountability for the changes required for success. While leaders are required to define priorities and provide direction, it is crucial that everyone on the team feels a sense of responsibility for the change. Team members are forced to rely on each other's abilities, talents, and inventiveness to achieve the desired results, which fosters an environment of support, safety, and accountability.
Unlike traditional change management, which presents the change and leaves it to the hands of HR and project management departments to handle the change and manage employees, B STATE prioritises the most significant arenas to improve upon immediately. These sectors will develop into areas where HP and project management assist with training and systems to ensure success, and save time, and effort for everyone. It starts by connecting business results and new role and behaviour expectations by establishing a unified picture of success. These team relationships are interconnected to team outcomes and behaviours which are not observed in traditional change management. Businesses can identify the real breakdown areas and address them by creating team habits that concentrate on behaviour and mindset by keeping track of all aspects involved in effecting change.
