Policy implementation for any organization takes a great degree of finesse and skill, usually brought about through experience. Many employees or group members do not like change, and therefore, the implementation of needed policies take a great degree of knowledge of human behavior. Navigating these often difficult waters is the real subject of human resource management.
Always define your goals. Even at the implementation stage, it must be clear why the policy change is going into effect. Your life will be made much easier if you objectively lay out the purposes and goals of any policy change with the greatest degree of persuasive skill you can muster, both orally and in writing.
Ask of those who have formulated the policy what leeway you might have in implementation. It may be helpful to slowly get employees or members used to the change by introducing it gradually and slowly over time. Make certain you know how much discretion you have in terms of an implementation timetable. This is an important variable--employees can resign themselves to change if it is brought about slowly. Sudden change nearly always brings about irritation from workers.
Time the implementation strategically. What you are trying to do is implement needed policy change with a little disruption as possible. It may be advisable to implement these after the Christmas season, or during a summer lull, when stresses are not as high. This knowledge, however, usually comes through experience and really cannot be quantified.
Always keep in mind those who are affected. This is central, since not all policies affect all members or employees. Your strategy might be different for those who are seasoned employees versus younger ones. Policy implementation that affects veteran workers with seniority should always been done with their cooperation and consent, as they are the firm's most trusted and loyal members. It is never a good idea to go over their heads, regardless upon whose authority you are acting.