Change cannot be taken for granted. The process of managing change requires a willing intention and a conscious effort on the part of the change-driving authority, be it a CEO or a store manager. Various strategies and tools can help drive through necessary change. Successful change is dependent on support from the top, skillful implementation and allocation of adequate resources to make the change happen.
The empirical-rational change management strategy is based on the premise that people are, by and large, rational beings. Accordingly, they can be persuaded to change the state of affairs by argument and logical persuasion. If people realize it is in their best interest to change the status quo, they will sign on to the change.
Another change management strategy can be called the normative-reeeducative approach. Humans are social species and care about widely accepted norms and values. The authority driving the change needs to set the change in the context of the values of the organization. She needs to show people that change is a part of the necessary reform that the organization need to undergo, that it is "good" and every decent member of the organization should do it.
The power-coercive change management strategy is all about authoritative management style. People need to implement change because they are coerced to do it, and will face penalties if they do not go along. This strategy is best used when the authority has a significant leverage to punish and coerce his subordinates.
The environmental-adaptive strategy involves a gradual transition from the current state of affairs to the desired end state. It involves slow but steady implementation of small changes, whose accumulative power will drive the necessary change. The primary tool that can be used in this strategy is the creation and implementation of a plan to slowly change the organization or business in question.
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