Some Principles of Change

The principles of change are research-based; they are not matters of personal opinion.

1. Any change in any one part of the organization affects other parts of the organization—the “Ripple Effect.” (An organization is a system and a “web of relationships.”) Leaders need constant attention to an integrated fit/alignment and attunement. If not, entropy will take over.
2. People are funny. Change they initiate is viewed as good, needed, and valuable. Change that is forced on them is met by some form of resistance, no matter what the nature of the change.
3. People need predictability—physical, psychological, and social. It’s an offshoot of the basic need for security.
4. People will feel awkward, ill-at-ease, and self-conscious; they need information and reassurance over and over again (repetition – repetition – repetition).
5. People will think first about what they will have to give up—their losses; let people cry, mourn and grieve the loss.
6. People will feel alone even though others (everyone) are going through the same change. Structure interactions and involvement for people to feel a sense of community.
7. People also need variety, new experiences, growth, breaks in routine, and creative outlets.
8. The communications power in explicit vision and values is enormous. People want to believe.
9. Only one to three themes (maximum) should be chosen in order to focus people.
10. People change at different rates, depths and speeds; they have different levels of readiness for change.
11. Excellence is doing 10,000 little things rights—that’s strategic management in execution.
12. “Structures” exist—their design influences everything else.
13. “Processes” exist—only issue is their focus and effectiveness.
14. There is a need for a continual “change management” process—the hierarchal organization has a difficult time changing itself.
15. The stress of change on people is enormous . . . but can and must be managed for successful change to occur. People can only handle so much change; don’t overload—it causes paralysis.
16. Being open to feedback doesn’t have to be a sacred cow . . . but it can be painful; yet grow inducing, as you have more of reality with which to improve.
17. Employees can be a bottom line competitive business advantage—but only if management first becomes the advantage.
18. People will be concerned they don’t have enough resources; help them get “outside the 9 Dots.”
19. If you take pressure for change off, people will revert back to old behaviors; relapses are natural and will occur.
20. We rarely use what works despite the fact that proven research is in on change management.
21. What else?

Adapted from John Laurie, Ken Blanchard, Bill Pfeiffer, and Steve Haines