Change Management

The manager's role is to order or impose change on the staff, not to interpret, communicate and enable.

The psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment.

Leaders do not need to adjust to changes, or lead differently to retain the best people, and to develop better relationships and reputation among staff, customers and opinion-formers.

During any change performance will worsen before it improves

It is important to implement changes as quickly as possible

Senior managers and directors responsible for managing organizational change usually fear change more than their staff

Change management is a structured approach, ensuring that changes are smoothly implemented, minimising disruption, and making sure the benefits of the change are achieved. The focus is on the wider impacts of change, particularly on people and how they move from the current situation to the new one.

Participation, involvement and open, early, communication are key factors in effective Change management

Business development is often random rather than planned. The business evolves, reacting to opportunities to develop the business as they present themselves. There are often many routes to consider when developing strategy, some of which cannot be foreseen.

The manager's role is to order or impose change on the staff, not to interpret, communicate and enable.