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In industries that are comprised of really smart folk, change implementation can be particularly challenging. This stems in part from a perception that concepts about change management or organizational change are only relevant for groups of people with lower intelligence. The actuality is that humans generally, regardless of intelligence, benefit from the employment of change management during change implementation. In fact, the smartest folks stand to benefit most, instead of least, from change management.

An excellent example of this can be found in the petrol industry. During well drilling operations, if the hole being drilled is more than some degrees off vertical it can become aserious problem. These non-vertical holes are known as inclined bore holes.

An answer to the physical issues of inclined bore holes was created and published a while ago. Yet, at a recent conference of the Society for petroleum Engineers, a paper was presented that debated how the industry has mostly did not adopt the solution and was still counting on jury-rigged solutions in the field. In principle, a grouping of highly educated, intelligent engineers would have jumped onto the solution and looked to implement industry wide change implementation referring to inclined bore holes.

In practice, extremely clever people tend to have extremely robust views regarding how things ought to be done. They may rely on their lonesome judgments and experiences to define their approach to issues, at least with a lack of a widely acknowledged authority in the field. These robust views tend to undercut attempts at change implementation. This is particularly true if the change does not comply with given person’s opinion about the subject.

If the change involves a bunch of such people, it can become a very slow process as each person tries to claim their opinion or perception. The employment of change management best practices can help to conquer a number of these issues by making the process asystematic effort instead of a scheme to convince people one at a time.

For more information, please see our website: Change Implementation

1. Change Implementation: Focus On Tracking Approaches, Compliance, and Adoption During Change Implementation
2. Change Implementation: Anticipating Problems and Knowing How To Attack Issues In Implementing Change
3. Organisation Change: How To Get Middle Managers To Support Change Initiatives
4. Business Change: Using The Quad A Model As An Effective Means Of Getting Middle Managers On-board With Change Initiatives
5. Organization Change: Bridging the Space Between Organization and Change Management