Everyone is placed in situations that need to change lifestyle, thinking patterns and working environment. For some, these changes happen on a regular basis. For some, they rarely happen. But one thing is certain, change always causes stress at different levels. Handled properly, it can be a pleasure and the source of your personal and group pride. The current upswing in professional change management in companies requires a careful discussion of the impact of this stress on individuals and their organization.
Our world has made a great change over the past 50 years. The consequences that cause it are to cause serious mental and physical health problems, which in turn translate into high economic costs in personal, commercial and governmental affairs. By properly treating the conditions for the change, you can avoid excessive anxiety and serious consequences. The experience of change and prospective results must understand the person at an unconscious level to minimize stress. This is a very different method of introducing the need for the change only at a conscious level and expecting the memory and scope of the individual to accept it.
The feeling that personal change differs from organizational changes is incorrect. Both have the same effect if they are treated incorrectly, but any organization behaves exactly as a person involved in change. The only real difference is that in personal change there is a stress of conflict between the unlawful part of the mind, but stress in organizational changes is the result of conflicts between part of the organization (other minds). If both parts of personal conflict and part-time conflict occur, very serious consequences will appear.
In both cases, the value of the system must be evaluated and, in some cases, modified for stress levels due to changes can be reduced. By using highly advanced methods of evaluating models, we can now report potential conflicts before timing is taken into use and reduce the possibility of disharmony and personal stress. The economic benefits of this will become apparent when you consider the actual costs of sickness and employee turnover of the organization.
Handling of both personal changes and organizational changes needs to be addressed to individuals in the process of change as individuals. This involves understanding various aspects, including:
o Value of Systems
o Ability – Technical and Learning
o Past History of History
o Reaction to Historical Change
o Invention of Intent change
o Idea of Labor Collection
o Person's Inventory in the Organization
o Ability to Integrate Artificial Invention
o Assessing the institution's integrated culture points not only to the Agency's historical development, but also to its administrative and social interaction its place.
Another important factor in handling change involves estimating:
o What increased business risk is introduced by the change.
o The real need for change takes place
o Speed as a change must take place
o Based on previous history and expectations of employees, will the change look positive or negative from the perspective of their view?
o Does the change of technology progress require more talent?
o Is staff expected to integrate the technology change capable of doing so?
o Will successful trainers be offered to transfer skills needed?
o Will the company or organization provide them with the means to ensure the education process that individuals need to do before they change?
Understanding these factors, a good change manager can develop a highly effective custom program to perform any changes. This applies to where the change is carried out by a therapist at a personal level or manager at the planning stage.
In the organization of each level, management's skills must be assessed to support staff in order to implement and strengthen the necessary changes. Often, managers acknowledge the fact that "something" is going wrong, but no idea how to fix the problem. Experience shows that this level is so engrossed in the company's day-to-day business from technical and administrative perspectives, but they ignore the fact that organizational organisms consist of people.
It's a mistake to believe that individuals can only "play the role of the blow" and accept any changes to them. It's also a mistake to try to use hard selling methods to convey the need for change. These methods do not work and never have. They may broadly have different value-added systems, resulting in severe anxiety, anger and depression in institutions that lead to low productivity, significant turnover and high levels of illness. The diseases are not different from the problems I introduced daily as a physiotherapist and stress management consultant.
Experience is often a major focus on management levels purchased on perceived effective expectations that must be addressed first. Without clear policy and planning and communication, you can see major changes that "crush the camel back" in central management. This often reduces the success of introduced changes in the organization.
A good change manager is fully aware of these issues at the personal level and puts in place effective methods to deal with potential loss of large-scale changes before the change is made. He must then keep an eye on the whole process until people and organizations are back in a stable environment. By doing this you can avoid a big potential loss and the rest of the change must be seen earlier in the bottom.
When the risk assessment has been completed and a customized plan has been agreed, the plan is implemented in the following order:
1. Senior executives are trained in what to expect and how to respond to challenges and resistance to the proposed changes.
2. Course management is trained in the requirements for the introduction of new systems or technology so that employees see that they are congruent with business tests and are part of the implementation.
3. Training hours for each group of employees are implemented in such a way that it does not disturb a daily business in moderate terms. This training takes into account the information gathered about these groups and the likelihood of coping with the change, receiving the company's policy or efficiency, or becoming part of the overall development of renewed pride and security in a cohesive business environment. This training is supported by regular communication with all employees on progress and especially in the change of clients or other stakeholders perceived by the refinancing of the company.
4. Systems and technology are implemented in a stagnant process, and alert levels and integration monitor change management and senior management.
5. Additional training and communication are added as needed to prove the changes and make it a permanent part of the business.
It is important to monitor the potential increase in stress levels and respond to confidentiality for all employees. Prepared right, customized and implemented change plan will reduce the risk of abnormal stress and increase productivity by increasing the pride of the company and increasing job satisfaction at all levels of management and employees.