Change Management Essay

2590 Words Jun 11th, 2011 11 Pages
What are the specific strategies that we can employ to create the desire in people to support and participate in the change process?
Desire is the second step in the ADKAR model
Building desire
Managers cannot dictate or control an employee's desire to change. Employees choose. However, that does not mean that managers are powerless to achieve this result with their employees. The enablers or elements that may create a desire to change include:
• Fear of job loss
• Discontent with the current state
• Imminent negative consequences
• Enhanced job security
• Affiliation and sense of belonging
• Career advancement
• Acquisition of power or position
• Ownership for the future state
• Incentive or compensation
• Trust and
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This is a prerequisite before addressing an employee's desire to support and participate in a change. Part of building awareness around the need for change is ensuring that business leaders have created an urgency for change with employees. This is part of sharing why the change is needed and what is the risk of not changing (see Part 2 of this series for more information).
The methods provided here are techniques that have been demonstrated to work by other organizations. However, it is not a "one-size-fits-all" approach. The combination of a specific change, a specific organization and each unique employee will result in a course of action that is unique to each person and the situation. In addition, some employees are motivated by positive opportunities, while others are motivated by avoidance of negative consequences. Carefully choose the right approach for your situation. Method 1 - Listen and understand objections
A critical step any manager should take when creating desire to change is to listen. The power of true listening and empathy is often underestimated. In many cases employees simply want to be heard and to voice their objections. Understanding these objections can often provide a clear path toward resolution. Listening can also help managers identify misunderstandings about the change. Rumors and background conversation often produce incorrect messages and wrong

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