Implementing Change: How Attitudes Affect Change

The mind-set of the people involved with implementing change in an organization can have a profound affect on the preparedness of that team. It can be claimed that there is 2 kinds of mindsets at work in a business. There is a run the business mindset and a change the business mindset.

For better or worse, run the business mindsets rule the corporate world. It is acomprehensible bias. Running the business has an immediacy and urgency that changing the business can never possess. However, when run the business mindsets are dominating where the focus should be on implementing change, it sets the project up for failure.

The standard knowledge in business, especially for managers, is to control the exceptions and to delegate the normal. To paraphrase, the lower the level at which Problems can be handled, the happier everybody up the line is going to be. This means that, consciously or unconsciously, folks in business are being habituated to not report problems or only report the ones which they lack the power to solve. While this could work for running the business, it doesnot work for changing the business.

The process is inverted when the purpose is implementing change. For the process to run effectively, folk have to be reporting nearly each problem. This may be had a meeting with some hostility, but should be approached re maintaining a total view of the project rather than a matter of the subject's competency to cope with Problems.

What can appear to be asmall issue to the individual could have much broader results to the project as a whole. The project manager needs to be conscious of the Problems to better investigate whetheror not there is a trend or pattern to the Problems that indicates a more system-wide issue that may threaten effectively implementing change.

For more information, please see our website: Implementing Change