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In an exceedingly real way, business and change management are natural allies. It might even be described as a symbiotic relationship. With businesses that wanted to take part in organization change, there would be no call for change management pros. Conversely, without change management pros, the organization change that businesses try to take part in would likely continue to fail at approximately eighty %. Yet, in spite of the natural relationship between business and change management, there are stumbling blocks that can trip up the relationship.

Both business and change management execs are interested in organization change. Yet, each is a unique discipline that exerts its own language, history, and biases onto a situation. There are libraries of literature devoted exclusively to business that run the gamut from accounting to executive leadership. Beyond that, individual industries have whole libraries of material dedicated to the specifics of the industry. That material shapes the way a business person approaches an organization change. Change management isnot different in the raw volume of info dedicated to it. These libraries of info may only cross paths sometimes and the jargon might or might not match up. The responsibility is to discover a way to cross the gap between business and change management for the sake of achieving effective organization change.

An especially helpful metaphor that can be employed to this end is that of a theater company putting on a production. The director is a senior executive. The cast and crew represent employees at varied levels. The daily performance of the show is the product. By casting the business requiring an organization change re a theater, it permits the change management pro and business execs to cross the barriers of language, history, and pro biases and cut to the root of the changes that are required.

For more information, please see our website: Organization Change

1. Business Change: How Agendas Can Help Facilitate Organization Change
2. Change Implementation: Anticipating Problems and Knowing How To Attack Issues In Implementing Change
3. Implementing Change: Learning About Emergent Intelligence in Organisations For Successful Change
4. Organisation Change: How To Get Middle Managers To Support Change Initiatives
5. Business Change: Using The Quad A Model As An Effective Means Of Getting Middle Managers On-board With Change Initiatives