Change Management100 Success Secrets

The Complete Guide to Process, Tools, Software and

Training in Organizational Change Management

Gerard Blokdijk

Change Management 100 Success Secrets

Copyright 2008 by Gerard Blokdijk

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Change Management 100 Success SecretsGerard Blokdijk

There has never been a Change Management manual like this.

100 Success Secrets is not about the ins and outs of Change

Management. Instead, it answers the top 100 questions that we

are asked and those we come across in forums, our consultancy

and education programs. It tells you exactly how to deal with

those questions, with tips that have never before been offered in

print.

This book is also not about Change Managements best practice

and standards details. Instead it introduces everything you want

to know to be successful with Change Management.

Table of Contents

Changes to Management as Art .................................................... 12

Appreciate change management through the use of cartoons ... 13

Using a Change Management Certificate Template .................... 14

An Example of a Change Management Model ............................ 16

Techniques for Creating Your Own Change Management Plan 18

Strengthening the Change Management as implemented .......... 19

Why the Change Management Process is very Important .......... 20

he Benefits of Having Change Management Software in Your

Business ........................................................................................... 22

What Makes a Change Management Team? ................................ 24

Timeframe Trial on the use of Change Management Software .. 25

Change Management: Why Your Company Needs It ................. 27

Kotters Change Model of Management ....................................... 29

The Academy for Change Management ....................................... 31

The Certificate for Change Management ...................................... 32

The Risks a Change Management Consultant Faces From His

Own Clients ..................................................................................... 34

A Broader Look at the Definition of Change Management ........ 36

The Change Management of ITIL.................................................. 38

The Model for Change Management ............................................ 39

The Roots of Change Management Theory .................................. 41

The Need for a Change Management Tool................................... 43

When Belief Statements Become Effective Change Management

Tools ................................................................................................ 45

The Effective Way to Conduct Change Management Training . 46

The role of Computer Change Management in Human Behavior

Change Management. .................................................................... 48

Conclusions for Change Management ......................................... 50

Change Management Conclusions are Important for the Success

of a Change Management Program .............................................. 51

Defining Change Management for Newbies ............................... 52

Stages in Change Management Implementation......................... 54

The Proper Management of Change............................................. 56

The Factors that Come Into Play in Stakeholder Management

Change ............................................................................................ 58

The Models for Management Change .......................................... 60

What is Change Management? ..................................................... 61

OCM: Organizational Change Management .............................. 62

What is Organizational Change Management and What Can it

Do for Your Business?.................................................................... 64

Organizational Change, Leadership and Management .............. 66

The Training for Organizational Development and Change

Management ................................................................................... 68

The Right Way to Implement Process Change Management ..... 69

The Template of Certificate in Change Management ................. 71

An Explanation of What Change Management is ....................... 72

The Change Management Workplace ........................................... 74

Environmental Case Study Change Management Elements ...... 76

Can I Produce a Template for a Certificate in Change

Management Myself? ..................................................................... 78

Eight Steps to Successful Change Management and Organization

.......................................................................................................... 80

Change Management Conclusion The Three Ps to a Successful

Transition......................................................................................... 82

The Grief Cycle The Change Management Grief Resistance

Tool .................................................................................................. 84

Impact of Change Management to Small or Large Firms ........... 86

Handle Change Management through Presentations ................. 87

The Change Management Process in Software Quality Assurance

.......................................................................................................... 88

Change Management Standard A Step-by-Step Guide to

Successful Change Process Implementations ............................... 90

Change Management Strategies to Ensure Business Success ..... 92

Tips on How to Apply Change in Management .......................... 94

The Skills in Change Management ................................................ 95

Easily Search Change Management Articles ................................ 96

The Importance of Receiving a Change Management Award

Certificate ........................................................................................ 98

Change Management Books That Can Help You in Your

Business ......................................................................................... 100

Pictures of Change Management .................................................101

The Importance of the Change Management Process in Software

Testing ............................................................................................102

The Parts to a Great Change Management Project Plan ............104

Important Tips on Handling Change Management Projects ....106

The Speaker for Change Management ........................................108

Basic Theories of Change Management ......................................109

Nutritional Time Frames and Trial Periods in Change

Management ..................................................................................111

The Role of Human Resource Management in Change .............112

Collins Model Linking Leadership with Change Management

........................................................................................................113

Field Titles Change in Content Management .............................114

Definition of Change Management Presented Using the ADKAR

Model .............................................................................................116

Choosing the Model of Change Management in your

Organization ..................................................................................118

Documenting Change Management ............................................120

Enhancing Productivity by Change Management Keeping

Motivation Alive in the Workplace .............................................121

Huse Change Model Management: The Basic Principles ..........122

The Importance of Change Management in Organizations ......123

What is the ITIL Change Management Scheme? ........................124

The Journal for Organizational Change Management ...............125

Large or Small Firms Experienced Change Management ......... 127

Change Management of Large Businesses versus Small

Businesses ...................................................................................... 129

The Book of Making Sense about Change Management ........... 130

Technology Change Management: Keeping IT Up To Date .... 131

GE: Organizational Change Management .................................. 133

The Basics of Management: People, Performance, Change ...... 135

The Meaning of Management Change ........................................ 136

Microsoft Organizational Change Management ........................ 137

Models of Change Management Devising Standards for

Business Success ........................................................................... 138

Keyword: CHANGE Objectives of Change Management

Training ......................................................................................... 140

Organizational Change Management Program Providing

Solutions for Transition ................................................................ 141

Tips on Carrying Out Organizational Development Change

Management.................................................................................. 143

PowerPoint Presentation of Change Management Getting a

Glimpse of Change Management Concepts ............................... 145

Project Management Software Issues Change Requests from

Customers ...................................................................................... 147

What Does the Job of Project Analyst Process Improvement

Change Management Entail? ....................................................... 148

Software Change Management Keeping up with the New

Demands of the Target Market ....................................................150

PowerPoint Presentations of Software for Change Management

........................................................................................................152

Dynamism Strategic Approach for Change Management......154

How to Conduct a Study of Change Management Inventories

Questionnaires ...............................................................................156

What Organizational Activities Fall Under Supply Chain

Management? ................................................................................158

Theories of Change Management Brilliant Minds Perspective

of the Change Process ...................................................................160

What Are the Theories of Change Management? ......................162

Learn about the Three Types of Change Management ..............164

What is a Planned Change in Educational Management? .........165

How Do I Identify What is Planned Change in Educational

Management? ................................................................................167

The Human Factor Writing Conclusion Examples for Change

Management ..................................................................................169

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12

Changes to Management as Art

In every aspect of life and business, change prevails. Change is necessary in order to perform better than the normal conduct. In business organizations, the need for change is not only to improve its delivery of services to its clients, but in managing the organiza-tion. Change should be aimed toward improving the existing system and should be done continuously.

Change in Management increases as technology rapidly grows and innovations continuously evolve. Organizational systems and processes proliferate, which enables every firm to make things faster, and easier access to knowing the needs of its clients. At same time, allowing for increased expectations of what the employees can do, as well as expectations for the organization.

Change is thought of as easy, but its not. Changes to man-agement cannot be done over time, it is an art. It requires skills for someone to implement change. Changed in management may be seen as a drastic move, but some see it positively as a means of improving the organizations state. There are members within the firm who are resistance to change. When there is a slow down in the ability of the organization to serve or invest in a new initiative, the need for change must occur and should be done immediately.

The art of change management is a broad process, and one that requires professional expertise to introduce. It is not a soft skill, as it requires subjective outcomes of seeing the quantifiable results of change, in satisfying customers, and fast delivery of the action or service. Make room for change, as change will not be thought of if there is no need for it.

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Appreciate change management through the use of cartoons

How people take information depends on their mood, perso-nality, upbringing and thinking style. It doesnt mean that commu-nication can only be through written or spoken means. There are different ways to receive messages. While most people do better with written word and others by verbal communication, some relate best to pictures, graphics or cartoons. Business organizations should be able to address change management in different ways, as personalities differ.

Pictures or graphics speaks for themselves. Most often, it is easier and faster to grasp visuals, rather than reading articles. The use of one or two sentences to support a graphic is enough to explain what it means. People in the organization need to be con-vinced, especially if change management is being proposed. One way of better understanding messages, or communicating them, is through graphics. They can be presented during meetings, training seminars, and can even be part of posters found on the firms bulletin boards. The change management cartoon makes it com-fortable for leaders to disseminate information, at the initial stage, to those who resist change. A person resistive to change gradually gets to understand the change, if viewed from time to time, gets the meaning of the message, and later becomes comfortable with it.

The change management cartoon is an aid to help manage-ment communicate its strategy in a way that is entertaining and fun, and with pictures that speak for themselves. With the change management cartoon, management has an easy way of disseminat-ing information, and without pushing people to read it. They simply look at change management cartoons, and re-think.

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Using a Change Management Certifi-cate Template

As an organization opts for change management, participa-tion of all its members should be encouraged. A business aware of the need for change should support it, and from time to time moni-tor how change management is being carried out to insure that it is carried out as planned.

A change that does not produce good results should be given a second look, and studied to see how it can be handled better. Individuals who are resistant to change should be talked to, so that a better appreciation of the need for change management is ex-plained. When things go wrong, management should always have a hand at resolving the situation, and better still, find an alternative to further improve the change.

Change management should be monitored, so as to assess its effects. The cause and effect of the change management should be communicated to all necessary staff. All changes pertaining to change management should be covered with a formal request, and all results should likewise be supported. This is also called change management certificate.

The certificate bears a template that makes things easier for those in charge of managing the change. The word template represents a page layout pre-designed in electronic or paper media that is ready to be filled out each time a change management certi-fication or request is made. The change management certificate template can also be changed or edited, should a new feature be determined to be necessary.

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The change management certificate template aids the busi-ness organization in finding out what, who, when, why and how change management takes place.

Actions are communicated, as well as results, whether good or bad. With the change management certificate template, a faster response to the need is addressed.

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An Example of a Change Management Model

Change is inevitable. All organizations change in small ways continuously. When dealing with big changes, organizational change management is important. There are several change man-agement models being utilized and modified today. While they may have different approaches, depending on the situation they con-front, their objective is always for the company to successfully implement the change process in a smooth and efficient way.

The Lewins Change Management Model is still used today. Conceptualized by psychologist Kurt Lewin in the 1950s, it empha-sizes three stages of change: unfreezing, modification, then refreez-ing. He explains that people do not usually accept change as a part of the work process, and would continually stay in their comfort-zone. In overcoming this status quo, the organization must moti-vate the people for change to occur.

Modification involves a transition from the current state to the desired state. This is the second stage in Lewins Model. The transition may be a little uncomfortable for most employees, but with proper motivation and good leadership, the firm will still be able to implement the change. The modification period is very critical because it involves a lot of training, skills transfer, and the most sensitive of all, personnel re-alignments and even reduction.

The third stage, refreezing comes when the workforce has al-ready embedded the change in their system--until another unfreez-ing happens.

While Lewins Change Management Model may be an effec-tive and simple way of implementing change, some criticize it for

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not properly processing the after-effects of the change on the employees morale (like the fear of having another change coming).

There really is no perfect approach for change. Integrating other change management models with Lewins is better than just using one model alone. You may also want to study Kotters EightStep Change Model, Beers Model, McKineys 7-s Model, and Shaws Model.

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Techniques for Creating Your Own Change Management Plan

Change management is a very essential process in any busi-ness. Change Management plans, evaluate and implement the necessary changes needed in an organization. This process helps your company find and innovate new techniques and procedures to improve the service you provide. In this way, you will be able to satisfy your customers. With the help of a Change Management Plan, you can guarantee sufficient control over the changes. There are programs to create a Change Management Plan available from most software companies. They can produce a project plan to help in the companys change management planning. In creating a plan, designation of responsibilities is very important. Development Manager is in charge of updating and maintaining the Change Management Plan. Here is how to organize the plan:

Stakeholder Analysis: holds various stakeholders who are willing to implement change in the business. Identifying and train-ing them is important.

Organizing approach and principles: it is essential that prin-ciples and approach are made to effectively execute the strategies in change management.

Plan, apply and schedule the events: planning and applying the strategies are very important, this will verify the success of your techniques. Scheduling the events, such as training and seminars will help you in developing an organized Change Management. This plan provides a framework in managing and organizing communi-cation and systems in a firm. The Change Management Plan recog-nizes the main stakeholders that are involved in the project. It also outlines the change management plan and techniques. This plan also discusses strategies and incidents to fulfill the objectives of your organization.

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Strengthening the Change Manage-ment as implemented

In every change, there is an end result. Businesses do not just create change for the heck of making one. They feel that change is necessary, and that it will yield better results than what results they are currently getting. Management always expects to get better opportunities, and at the same time maintain the quality of its performance to its clients and employees.

At the end of the journey is the achievement of one's goal. Businesses, upon reaching the conclusion of implementing change, should carefully assess and monitor the results of the change from time to time. If needed, its best to update it. A change request is needed to communicate the results of the change, whether good or bad. Span of control on the change should also be established; and there should be a gauge on when change management needs to be strengthened. The change management process conclusion, being the final phase in the strategic implementation of change, should require a thorough evaluation and readjustment of focus on the measurement of results and planning for the future.

Along with careful controls to remain on the "critical path, there should be assurances that changes are carried out along the line as planned. At the conclusion stage, the change leader may get several viewpoints from others, and it is the change leaders task to anticipate actions and reactions. The change leader should under-stand that individuals change viewpoints when new information is obtained and evaluated. The change management process conclu-sion is not the end, but merely that which ignites the start of new change.

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Why the Change Management Process is very Important

The Change Management Process is a procedure of planning, assessing and implementing changes to a system. The main goals in the process are: maintaining and supporting the process of changes, and allowing the traceability of changes. It is a very impor-tant process, giving you huge benefits by developing your system; and as a result, satisfying the needs of your customers.

The Change Management Process can help you handle all the change requests in your project. By going through this process, you can easily monitor and manage the quantity of change. The key steps for handling change are included in this process.

Through this process, you can identify and recognize the re-quirements of change in your project. You can organize the process of passing change requests. The Change Management Process can also establish the feasibility of the requested changes. It is also through this process that permission for change is officially granted before it even happens. Its also possible to create a schedule to review the impact of the changes.

Its important to go thorough the Change Management Process, for it will give you a template in managing change in your projects. It fully explains every step of the change procedure. It also identifies the responsibilities of the people included in change management. Not only that, it illuminates the approval process and reviews changes in a project.

Change Management is the central function of Project Man-agement. This is very important in achieving success for the project. Change always affects your capability to deliver projects, and

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increases your expenses and operation timeframes. For you to effectively control projects, you can use the Change Management Process to successfully execute your plans. This will give you a tool to help you deal with change easily.

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he Benefits of Having Change Man-agement Software in Your Business

Change management is a significant process in any business. With the fast changing developments in technology, it is very important for firms to find creative ways to improve their service.

If you are seriously considering Change Management in your company, there is software thats readily available to help you in establishing the procedures for change management. Automating software in change management is a very convenient process for your system. Change management software is designed to make procedures easier and cleaner. This software helps you to reduce intensive labor hours.

What are the key benefits of Change Management Software?

One of the key benefits of this software is its capacity to con-trol all change activity. This will result in reduced loss of quality.

It gives you the capability to monitor and approve change requests.

It can calculate and analyze the risks in relation to the change request.

Change management software can give you access to other important key process information on organized and applied changes.

It has the power to customize your companys change re-quest forms to fit the current change management procedures.

A suitable workflow can be provided by Change Management Software. It can control and manage each step in restoration, just in case implementation of change fails.

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These days, successful organizations deal with different changes every day. Applying these changes is not that easy. They will be valuable to your company if their impact can be appropriate-ly assessed, applied and controlled. Change Management gives you a practical, integrated and automated method to implement change. This can actually reduce the risks in your business and also promote an organized and strategic plan for change.

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What Makes a Change Management Team?

The responsibility of managing change should be manage-ments concern and not that of the employees. It is the employees responsibility to do their best to cope with the change. Manage-ment has the responsibility of explaining to its employees why change is being made, and also the responsibility to facilitate and enable change. In view of these issues, management should come up with a team to handle the change and make it work. Technical expertise is also a vital factor in the selection of a change manage-ment team. The team is expected to have a step back attitude and not be judgmental. The team is also expected to help people learn to understand the reasons, aims, and ways of positively interacting with employees' own situations and capabilities.

As businesses impose new things, there will always be diffi-culties encountered by people. Its best that people at work partici-pate and have an open, early, full communication at the start. One way of achieving a collective understanding of the change manage-ment approaches, policies, methods, systems, and ideas is by conducting workshops. The change management team should conduct a staff survey to address problems, and fix them quickly. An anonymous survey comment should be published, as well as the findings. The change management team should do its best to make change achievable. The success of change management depends on how well the team performs. For your people to trust the change within the organization, the change management team should likewise have the credibility and integrity to be trusted.

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Timeframe Trial on the use of Change Management Software

Change management used to be designed over numerous hours spent at work, and sitting down at meetings. Nowadays, change management can be done using software. For a company that wishes to implement change management, they may avail themselves of the trial period. The change management software is made available based on the timeframe, as agreed upon by the software provider and the client.

The use of change management software is believed to have the following benefits:

The change activity is orchestrated and controlled. With these, instances of quality loss as a result of uncoordinated changes are minimized.

The change requests from any location can be monitored and approved at any point in time and place.

The ability to compute the risk related to the change request by the use of a risk assessment module.

Provide for the accessibility to important key process infor-mation (KPI) with regard to plan and changes for implementation and their ramifications.

Allows the customization of change request forms to meet the needs of users, as well as making things simple in terms of processes and understanding terminologies.

Provide documentation and control of the workflow as a step by step guide in the event that the original state prior to change requests requires restoration.

With the timeframe given for a business to try the software, companies are given the chance to better appreciate the need for the software. The change management software is ideal for busi-

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nesses that look forward to automating or establishing their change management procedures and processes.

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Change Management: Why Your Company Needs It

Change management can be defined as a control mechanism in an area of practice. It takes the task of handling change. It actual-ly refers to creating changes in an organized and systematic matter. Change management intends to efficiently apply the new tech-niques and processes in your company. Common change manage-ment refers to the aspect of information technology systems development projects. In a company, there are different kinds of tasks. A normal delivery process is one of the jobs that needs to be done in a business. But there is also what we call change activities, which focus more on the needed changes in your organization. Although change can happen without shifting jobs, products and changing places; change can happen first inside your mind. That is why it is very critical for organizations to understand this aspect. Without knowing and understanding, change is destined to create serious problems. Change is inevitable. You cant disregard and ignore it in your company. Even though you cannot avoid resistance to the changes, you have to let people understand the purpose of change in your firm.

Ways to Manage Change. There are different ways how to manage change inside and outside your influence. Here are some tips on how to manage change projects:

Analyze and identify the change. You have to investigate and understand the necessary changes needed in your company.

Stakeholders management is one of the main reasons for failed change. Stakeholders are those who show interest in change, or those who intend to undergo change. They need to be dealt with properly.

Build a plan. Planning and organizing a bulletproof plan is very important.

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Apply these changes in your company. Organizing change and utilizing the techniques to monitor the outcome is needed to know if the change is appropriate.

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Kotters Change Model of Manage-ment

An organization will always go through various changes in its lifetime. After all, adaptation is one of the key factors in an organi-zations survival. There are several well accepted change models of management. All of them have been scientifically proven to be effective in the management of change.

Kotters Eight Step Change Model of Management explains that there are eight essential steps in an organizations change management. They are as follows:

1. Initiate Urgency: Organizations need to establish a sense of urgency within the employees to effectively implement change. They should be able to explain properly why this is important and urgent for the companys survival.

2. Change Team: This team should involve respected members of the company and department leaders impacted by the change. They should be able to in-fluence teamwork in the organization.

3. Establish Vision: An organization with a clear vision on how and where it wants to be in the future will be able to direct its employees in achieving its goals.

4. Communicate Vision: The vision must be communi-cated properly, and employees must be able to un-derstand it thoroughly, and comply with the companys vision of the future.

5. Empower Others: Employees who feel that they are empowered by the firm to achieve the vision will be more motivated to cooperate with the transition. This creates a sense of responsibility for the em-ployee.

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6. Easy Goals: By creating short-term goals and re-warding employees for achieving it, the company will achieve the bigger vision in a step-by-step approach.

7. More Goals: After achieving their short-term goals, new ones should immediately follow in order for the firm to be able to achieve the bigger goal.

8. Embrace Culture: The final step in this change model of management is to permanently institutionalize the new approaches by embedding them in the compa-nys culture and leadership succession.

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The Academy for Change Manage-ment

The purpose of an academy offering courses in Change Man-agement is to position an organization or business to have a com-petitive advantage, and to develop sustainable success by continually developing changes in the firm. The academy must be designed to challenge, develop and inspire the management team of any stage. The courses offered in Change Management must enable the student to have knowledge on how to manage change effective-ly. He must also be trained by the academy to oppose the resistance of the employees, and to motivate them. The academy for Change Management is expected to produce managers that have the most advanced skills is management.

People who are interested in enrolling in the academy must look for one that offers different benefits upon completion of the course. The students must be able to identify the activities that need to be done for each phase of the change. They must be able to build rapport easily with everyone they interact with; and learn to have an understanding of the effective methods of communication. They must also be motivated by the academy to be their very best, and must be able to manage their state.

The concepts proposed by the future manager must be made to add values to the activities within the organization. In looking for the right academy to enroll in, try to consider the factors stated above, because the choice of academy will tell what kind of manager the person will become in the near future.

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The Certificate for Change Manage-ment

Change is constant and inevitable in any organization. When people take a Change Management training program, it is necessary to award them for their achievement. A person who successfully finished and passed the course may be regarded as an effective agent of Change Management. Hes learned how to influence change in an organization, both in his and other peoples actions. The certificate given to him is an acknowledgement that he took a program that provides him knowledge about Change Management, an understanding of the changes within an organization, and the skills he must learn to facilitate the development and implementa-tion of the changes successfully.

People awarded the Change Management certificate must have the following abilities:

x Able to plan for the Change Management implemen-tation.

x Evaluate and prioritize the cost, the benefits, the im-pact, and the risks of the changes that are proposed.

x Have the ability to organize the Request For Change or RFC.

x Prepare for the meetings of the Change Advisory Board.

x Agree and justify the proposed change models and standard changes. The building, testing, and imple-mentation of the change must also be supervised.

x Be able to handle any back out for changes that failed.

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x Be aware of the tools that support the implementa-tion of Change Management, and determine how to make improvements.

The certificate for change Management is only awarded to those people who are determined, and posses the qualities of a competitive Change Manager.

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The Risks a Change Management Consultant Faces From His Own Clients

You usually associate clients as being necessary for your change management consultancy business to prosper after all, no consultancy can survive if there are no clients. But, did you know that a change management consultant can suffer harm from the clients themselves?

Here is how a client (and his representatives or subordi-nates) can sabotage the efforts of a change management consultant to initiate and establish an effective change management program in the clients organization:

First, all seems to be proceeding normally the change management consultant is hired, he identifies the causes of prob-lems that crop up when the changes are being initiated, and pro-poses a program that will resolve this situation so that the changes can be properly carried out (and hopefully the change management consultant can then move on to his next client.)

However, the client (or his subordinates) surprisingly will not react positively to the progress that the change management consultant is making. On the contrary, they may seem offended, and perhaps be even downright hostile, after the consultant has proposed his solution. What happened between hiring the change management consultant, and when the consultant came up with an effective solution?

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What the change management consultant may not have ex-pected is that the client and his managers, and other subordinates may have realized that either:

x they could have thought up the solution proposed by themselves; and/or

x they feel that the consultant places them in a badlight as members of management by coming up with a solution to the problems.

Whichever holds true, the poor change management consul-tant is placed in an uncomfortable situation. To resolve this, the consultant may opt to leave after proposing his solution, so the client and his people can implement it themselves, which thus puts these members of management in a good light again, since they seem like the heroes in the situation, to the unwary.

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A Broader Look at the Definition of Change Management

We know that Change Management, by its very name, in-volves management of changes. They occur within an organization-al setting, meaning changes do not occur in a vacuum.

There are certain elements that come into play when a Change Management process is introduced into a firm. These are called Functions, Goals, Resources, Environment, and Principles.

Functions refers to the purpose of the project, or what prod-ucts or services are expected to be produced by the company, should the project be successful. Any project has to serve a specific purpose (function) or else its meaningless.

Goals refers to the specific change(s) that the project aims to put into play, or set in place. It differs from function in that a function would be the reason the project exists, while a goal would be the objective that the project aims to accomplish.

Resources are defined as the scalability and capacity of the project. Will it succeed as it is currently designed? Or are there other elements that have to be tweaked first before the project can accomplish its goals and fulfill its function?

Environment refers to the elements in the surroundings of the firm, or perhaps the components of the organization itself, which may be influenced by the project outcome. Since the change management project does not exist in a vacuum, the environment may in turn also affect the project.

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Principles is concerned with function in a way, since it tries to foresee whether the functions will be affected in any way. You can say a basic principle of a change management project is that it should not hamper the function(s) in any manner, or else we can say the principle of the project has been violated somehow.

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The Change Management of ITIL

The main objective of the Change Management of ITIL is to make sure that the standard methods and processes are used for the efficiency and on-time handling of the changes implemented to reduce the impact of the problems related to the change done to the quality of the service of the organization. The plan for the set up and the ongoing strategy for Change Management in a particular organization helps support the entire IT service management infrastructure. The Change Management also support or limit the success of the other processes of ITIL.

To make sure that the supply of the IT services are efficient, it is important that the change is managed, monitored, and con-trolled in a systematic way. This will help reduce undue distur-bances to the IT services that are delivered to the customer. The Request For Changes or RFC can be developed to correct any fault in the IT infrastructure that was identified in the process of manag-ing problems. Change Management has the full responsibility for managing, monitoring and controlling the way that the change is planned, initiated, assessed, scheduled and implemented.

The scope of Change Management includes but is not limited to the components of the information technology infrastructure like the software, hardware, and the documentation. Another scope of Change Management is the IT services or the Service Level Agree-ments (SLA), and lastly, the organizations of the IT service includ-ing the organizational structures and its procedures. The Change Management within the organization must be ITIL compliant and must also help to support different and complex options of the organizations workflow. This is to achieve its goal to improve the everyday operations of the organization.

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The Model for Change Management

Change management aims at bringing better results that those currently experienced. In change management, one realizes that there are better ways of performing effectively, and at the same time cope with client's expectations. To implement change, come up with a model.

There are various change management models, the most commonly used is ADKAR. Its for individual change management, and was developed by Prosci with input from 1000 organizations from 59 countries. It describes the building blocks necessary for individual change to be successful, and it includes:

Awareness the business organization identifies exactly why there is a need to change. Management should have a clear and valid reason for coming up with a change program, and be able to identity how, when and where the change is to occur.

x Desire the enthusiasm of supporting and partici-pating in the change. This is also called harnessing support. Identifying the stakeholders for the change and knowing if senior management supports the change.

x Knowledge the information necessary to know how to implement change. To find out whether the change plan is sufficiently scoped and resources are adequate.

x Ability the skills needed to implement the new skills and behaviors. Ensuring that focus is given on both soft and technical skills.

x Reinforcement the capacity to sustain change. The performance and success results should be reported. There is a need for a communication plan to be de-

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veloped so that everybody is informed and aware of what is going on.

Change management model is a tool to carry out change within an organization. Guided by the model, there is no reason for change management to be ineffective.

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The Roots of Change Management Theory

Change Management Theory has its roots in different fields; namely, engineering, business and psychology. That is why change management is applied in different ways in different disciplines.

If we talk about Individual Change Management, that refers to changing the behavior of an individual (such as to stop smoking or drinking.) Change Management in business pertains to changing technology and/or a business process. When applied on a societal level, Change Management refers to creating new laws or govern-ment policies to initiate societal changes. Regardless of how Change Management is to be applied or where, Change Management Theory operates on five key principles:

x The first is that people display different reactions to change, since each person is a unique individual.

x Second, all people have basic needs that they aim to satisfy, regardless of who they are or what their occu-pation is.

x Third, for every change initiated, the person or entity will have to lose something for the change to be suc-cessful.

x Fourth, people have different expectations about change management efforts, so all such programs have to be realistic.

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x And finally, that there will always be fear of change, and proper change management involves facing those fears in appropriate ways.

When all five principles are applied well by the person or or-ganization that undertakes change management, then the odds that change management will be successful go up significantly. This doesnt mean failure will never occur, but rather that the odds of failure will go down by a great degree.

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The Need for a Change Management Tool

Change management will not succeed if it comes from the idea of one and is not supported by all. It involves careful planning and implementation. The people affected by the change should be consulted and involved. Change made by forced or pressure to an individual may cause problems. Change management should be realistic, attainable and measurable.

When businesses are run by network computers and services on demand require delivery through data systems, high levels of availability are necessary to quickly address the change in order to increase profitability and maintain their edge in the industry. Tools to help IT managers and administrators are in the marketplace to simplify the change management process. The change manage-ment tools include downloadable planning templates, readiness assessments, and guidelines for executive sponsorship on propos-ing change management, as well as how to manage resistance when change is implemented. Tools such as change management certifi-cation templates are available, and include training plans, commu-nication plans, sponsor roadmaps, coaching plans and resistance management plans. These tools aim to provide guides to assess and implement change management strategy.

The change management tools seek to help business organi-zation to achieve the following:

1. The ability to manage change in individuals and not just the business. Change must not be imposed on people. The reason(s) for change should be clearly explained.

2. The ability to develop a change management strategy.3. To formulate a communication plan.

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4. To actively manage those people who resist change.

5. Tools guide and assist, simplifying the change man-agement process, and save time and money.

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When Belief Statements Become Ef-fective Change Management Tools

A change management tool is a method by which the beha-vior of people within an organization can be adjusted so that the desired change is achieved. One good tool is belief statements.

Belief statements can be effective change management tools when certain conditions are met. First, the people should actually believe that these belief statements are good for them. This will have a corresponding effect on their attitude. If you have the right attitude, you can accomplish much.

Second, if you know of any attitudes existing within the minds of people in the target organization that may hamper the efficacy of the proposed changes, they and you must take steps to adjust them. But the first step must always be undertaken by the people in the same way that no one can be hypnotized against his will, no person will believe a belief statement if his attitude runs to the contrary, unless that person changes his attitude first.

You have probably heard of born-again Christians conduct-ing Bible study groups to which they invite skeptics. The skeptics have an attitude that effectively says: I do not believe that the Bible has the answers to my problems. The born-again Christian has the attitude that says: I think it does and can solve your problems. So Bible study is change management that aims to uncover the roots contributing to the attitude of the skeptic that prevents them from accepting Biblical beliefs. A skeptic who has changed his mind (or rather, his attitude) about Biblical beliefs will then adopt a belief statement that says: I can do all things through Christ, who streng-thens me. But it all has to start within the mind and heart of the skeptic first.

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The Effective Way to Conduct Change Management Training

When change management is conducted in an organization, its important that all members of the firm be trained in the change management program. Otherwise, the change management solu-tion proposed wont be effective since the firms members will be disorganized, and may even work in counter-productive ways.

The people who will initiate change management must be aware of who they will be training, and that means knowing how they really feel about the proposed changes. Any hostility to the program may result in failure to a certain degree.

The decision-makers must set change management objec-tives for specific employee groups that are apt for their capabilities. The changes proposed must not run counter to the welfare of the organizations members, and the organization itself. The language used to describe the proposed changes, and the expected effects should be as simple, precise and clear as possible to eliminate sources of confusion and misapplication of the program.

There should have been a thorough study done on any inter-nal and external factors that may affect the outcome of the change management training in any way. No program exists within a vacuum, so doubtless there will be at least one factor that can skew the programs results somehow.

The program should adhere to a clear mission or vision that can be communicated properly at all levels of the organization.

After the training is completed, suspend all celebrations un-til its proven that the program is truly effective. It helps to have a

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positive mindset, but expect glitches to be inherent in your program that need further effort to iron out later on.

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The role of Computer Change Man-agement in Human Behavior Change Management.

Computer Change Management pertains to managing change in computer systems it may be better known as IT change management. Human behavior change management is the more popular form of change management, which many people know when change management is mentioned. Both computer change management and human behavior change management are impor-tant programs to undertake, but nowhere are both deemed of equal importance more than in companies that are Information Technol-ogy service providers.

In IT companies, CEOs and managers are becoming more and more aware that it is not enough to iron out software and hardware glitches. It is also important to find out how the attitudes of their IT personnel can affect how they serve their employer and the clients.

Nowadays, it is no longer sufficient to simply hire technically qualified people, then put them to work on refining computers and computer systems. It is equally important to find out about the backgrounds of their people; what they think about their work, their superiors, and their co-workers; and how satisfied they are with their choice of occupation.

This new mindset of management came about in the wake of new findings about employee behavior as to when they are satisfied and not satisfied with the progress they make at work. People are not machines that run indefinitely once plugged into an electrical

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outlet. Meaning, it is not enough to simply pay them good wages sometimes.

One IT-dependent organization that recognizes this is the Landbank of the Philippines. Its Technology Department staff do not just have technical expertise that makes them qualified to be IT technical personnel. They are now required to undergo team-building activities as well (both in and out of the workplace), so that all IT staff learn how to work with one another as people. One well-received team-building activity is organizing each department into bowling teams that participate in friendly matches against each other.

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Conclusions for Change Management

Fostering change in any organization is possible because the activities associated with Change Management enables every firm to ensure practices are used for the efficiency of handling change. Change Management is a very important process. It depends on the accuracy of the configuration data to make sure that the impact of the changes is known and visible. There is a very close relationship between Change Management, Release Management, and Configu-ration Management. Change Management is a discipline under the Information Technology Service Management. Its objective is to make sure that standardized methods and processes are applied for the efficiency of taking over the changes for controlled IT infra-structures. This is done to lessen the number of impacts of all the related problems upon the delivery of service.

The changes regarding the Information Technology infra-structure may develop reactively in relation to the incidents or problems, and the requirements imposed externally to the organi-zation like legislative changes, or from looking for efficiency and effectiveness. Change Management is also a way to enable the initiatives of a business for the improvement of the project and its services. It ensures that the standardized methods, procedures and processes are used mainly for all the changes. Change Management also maintains the appropriate balance between the need for change and possible losses from the impact of the change. Its an ITIL process that helps in the development of other processes, or limits the success of the process if proper management is not done.

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Change Management Conclusions are Important for the Success of a Change Management Program

There are many conclusions in the field of change manage-ment nowadays that can be applied in general ways to practically all organizations.

One very important conclusion is that change management is deemed effective if it produces changes in the behavior of its target audience. For example, if the program is supposed to change the attitude of employees toward their work so that they like com-ing to work, success is proven if productivity goes up. But if em-ployee absenteeism goes up instead, then something went wrong in the change management program either the design was wrong in the first place, or the way it was implemented was faulty.

Another conclusion we can make about change management is that true results are only reaped over a reasonable amount of time. For instance, if the program planners expect results to showup within a month from implementation, that may be too soon for results. But if the planners wait a year, and then look for results, that may be more reasonable.

A last and very fundamental conclusion that can apply to any organization is that no one likes to be coerced into adopting changes. Thus, hard-sell methods for initiating a change manage-ment program in an organization may not work very well. The organization members (particularly employees) may believe they are being pressured to adopt changes that they truly do not believe in, and would like to resist instead.

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Defining Change Management for Newbies

Change Management is a term used to describe the whole process of monitoring changes that are initiated while a product or service is developed by an organization. The goal of change man-agement is to prevent errors from occurring during the develop-ment process, as well as to limit the possible impact of these changes on the organizational processes that already exist.

Changes during product or service development can be sub-divided into either authorized or unauthorized changes. The first category pertains to those changes that decision makers within the organization initiate themselves, which means they are prepared for the impact of such changes later on. The second category refers to changes that members of the organization are not prepared to encounter, and whose possible impact on organizational processes may not be anticipated well enough.

When change management is undertaken properly, the im-pact of any unforeseen changes can be absorbed and mitigated, so the organization does not suffer massive losses (financial or other-wise). Change management also allows authorized changes to work without interfering with pre-existing organizational processes, and vice versa.

Change control procedures is used to describe the steps set in place before, during, and after changes are initiated. Changes, in and of themselves, can be small (those involved in a group project), or of a massive magnitude (as when the organization as a whole shifts core competencies, or focuses on a new line of work).

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For change management to be successful, particularly during establishment of defined change control procedures, the decision makers must communicate their plans to all members of the organ-ization, and even external audiences, so that everyone is prepared for what is to come.

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Stages in Change Management Im-plementation

Change Management is often times not a welcome thing in an organization. Some take it positively, and others do not. Itbecomes necessary if the organization feels that there is a slow down, or current activities hamper the effective performance of the organization.

There are three stages in how to implement a change man-agement plan. They are as follows:

"Unfreezing" involves getting rid of inertia and taking to pieces the current "mindset. At this stage, ignore the defense mechanism. Business organizations should be able to define the change in management strategy. Its in this stage that the change management team should be created. As a result of unfreezing, it is expected that the team develop a change management model to propose.

"Managing Change" is the period of confusion and transi-tion. Some are resistance to change. The business organization should develop a change management plan at this stage and take action to implement the plans.

Refreezing is the stage where a new mindset is crystallizing and the comfort levels of the employees returns to previous levels. At this stage, the change management team should be able to collect and analyze feedback to better address reactions immediate-ly. They should be able to diagnose gaps and be capable of handling resistance. It is also at this stage that the business organization

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should be able to implement corrective actions and give credit to successes.

Implementing change management requires skills, and suc-cess is only achieved if participation from members of the business organization takes place. The model described above is also known as the Lewin Theory, developed by Kurt Lewin.

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The Proper Management of Change

Change will always be constant, whether you are an individ-ual or an organization. It doesnt matter whether it is a minor change or a major one, whats important is the proper management of change so that theres less resistance and more involvement.

There are many approaches to the management of change. Although theres no perfect approach, its still very important that effective change management be planned and specific programs be designed to address employee concerns and fears. Many compa-nies now offer an integration of different change management models in their programs in order make the transition easier.

All change managers know that the transition period is the most critical and sensitive part of the management of change. This is where new ideas, technologies and processes are introduced to the individual for the first time. If this introduction is not planned and managed well, employee morale and productivity can suffer.

The importance of managing the transition period is crucial because its where employees will ask questions on where they will be upon completion of the project, or whether they will be replaced or retrenched, or will they be able to adapt to it successfully.

Reaching out to and motivating employees in order to ad-dress their fears and concerns will help the company in the proper planning and management of change. Communication is important because this is where the company can explain in detail the urgency of change in the organization.

A good management of change means a good management of transition. The organizations goal of changing the current state

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to the future desired state can only be realized if all employees are motivated to move in the companys direction.

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The Factors that Come Into Play in Stakeholder Management Change

Stakeholder management is a field of thought or discipline, wherein the fate of stakeholders is managed or handled so that (when change is initiated) the status of stakeholders remains stable.

Stakeholder management change thus pertains to any change in the continuous process of managing the fate of stake-holders. All organizations have stakeholders, regardless of the size of the organization or the number of members that make it up.

When you say someone is a stakeholder, it means that per-son has interests (financial or otherwise) in the organization. When stakeholder management change is initiated that person is affected.

One of the organizations its easiest to identify stakeholders in would be a business. The stakeholders in a common business would be the investors and/or shareholders who put up the capital to start the business. They can also be the clients or customers who buy or patronize the goods and/or services of the business; the employees who produce the goods and/or manage the service being offered. Then there are the suppliers who also benefit from doing business with the company; the government agencies that rely on the business to provide taxes to keep the government running. Finally, they can also be surrounding communities, which are affected by the business; and even business rivals.

Stakeholder management change occurs when the organiza-tion changes the activities it uses to manage the fate of each stake-holder group. For example: employees offer a new product to clients or customers. In this case, stakeholder management change has affected employees, the clients/customers, and even business

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rivals. If the product becomes in-demand among customers, thereis another change wrought in the case of the investors and share-holders who find their initial investment profitable after all.

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The Models for Management Change

The model for managing change in any aspect is based on the research done in the implementation of the organization, and also the use of information technologies that is open ended. The model is based on major assumptions that make it different from the traditional models of change. The first assumption is that the changes, together with the implementations of the technology make an ongoing process and not an event that has an endpoint. This would be where the organization can presume that it will return to a steady state after. The second assumption is that the different organizational and technological changes made during the process cant be anticipated ahead of the estimated time.

Those assumptions recognize three types of change for the model: the anticipated change, the emergent change and the oppor-tunitybased change. The first are changes planned ahead of time, and they occur in the way intended. Emergent changes come spon-taneously from local innovations, and are not intended or antic-ipated from the start. The opportunitybased changes arent intended ahead of time, but are intentionally and purposefully introduced during the change process as a response to any unex-pected event, opportunity, or breakdown. The anticipated and opportunitybased changes engage in purposeful actions, com-pared to emergent changes that develop spontaneously through the years out of the practices of the people with the technology.

While there is no sequence by which the occurrence of change is defined, the development of the latest technologies often gives an organization change initially anticipated, together with the installation of new software/hardware.

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What is Change Management?

When things go wrong and you want them corrected, you must think of ways of dealing with the issue so as to avoid recur-rence. Such solution may entail change in the existing system or process that is being implemented in a business environment.

Change Management is a management approach to change individuals, teams, organizations, and societies from the existing set-up to a desired set-up in the future. Change management may involve change in a new business process and/or adoption of new technology. To have successful change management is to have the cooperation of the people involved. It aims to provide a framework on how to manage people when change is implemented. It is believed that to be effective is to combine a change in organization management tools with individual change management tools. Change management is seen by some as a threat to the position they presently enjoy. Thus, often there is resistance to change management being implemented in an organization.

In as much as employees are the most important asset in a business organization, the impact of the change on them should be considered by management. Change management should be able to look into the behavior patterns, work processes, technological requirements, and motivation of its people. A business organization must be able to assess what its employees reactions to change are, and then create ideas to change the program. The goal is to modify the new process and thus enable workers to accept it.

Change Management, if implemented, should be dissemi-nated throughout the organization, carefully monitored to ensure effectiveness, and adjusted as necessary.

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OCM: Organizational Change Man-agement

In any organization, change is always constant. And it should always happen if you want your company to succeed in the business world. This change can be in the work process, manpow-er, directives, technology, or policies. Today, organizational change management (OCM) is of vital importance in keeping your compa-ny ahead of competitors by preparing employees and key people for adapting to any changes in the workflow and work environment.

But, these changes can only be implemented if employees are willing to accept it. Change does not only mean implementa-tion. It also means involvement. The most important and critical part in the organizational change management is the transition period. This is the period when companies let go of the current state and start to introduce new processes, technologies and even new people for the first time. If there is no proper involvement of the workforce, everything will inevitably fail.

Among the biggest challenges companies face today in im-plementing desired changes are employee fears (whether real or imagined), and sometimes outright resistance. In severe cases, resistance can lead to sabotage. Without the proper organizational change management, these fears and resistance can lead to unne-cessary stresses and pressures that can then lead to less productivi-ty and low morale of the workforce.

Fortunately, there are now companies that specialize in OCM. Although these companies offer different approaches in their OCM procedures, their goal is always to work with the organization in preparing the employees for the changes, equip them with the knowledge, skills, tools and methods to deal with the new environ-

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ment. This way, everyone is involved and has a sense of ownership in the organization.

Change is always constant. Going from the present to the fu-ture will always be challenging. But, with proper organizational change management, the realization of all business goals is easier.

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What is Organizational Change Man-agement and What Can it Do for Your Business?

To have a competitive and successful company, you have to organize and prepare your staff for changes in procedures and work environment. This is a serious process of planning, training, and motivating employees to learn the new challenges connected with systems and technology changes. Organizational Change Manage-ment (OCM) should meet the needs of your staff, and the people who decide the success of this application. Of course, OCM should also have the ability to agree with your business objectives.

Industries today recognize constant change in their organi-zation. But, some companies dont know how to solve and imple-ment change. Heads of organizations can determine the advantages of change. They can identify the importance and long-term advan-tages. Most of them see it as a way to win over their competitors. But, others need training in OCM in order to help and aid their employees, and understand the value of change.

Some organizations use comprehensive solutions in OCM. This includes visioning, which can recognize the main elements you want in the future of your business. Change management tech-niques can also help you cut the costs of setting up your staff to initiate changes in your company. And lastly, Organizational Im-pact Analysis can recognize what you need and want to change. This can also evaluate the impact as changes take place.

OCM can help you maintain and establish change in your system. It can minimize any business trouble, and can speed up the process of change and get a quick investment return. Creating and

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developing Organizational Change Management techniques that go well with your business needs. This can also give you an appropri-ate strategy and tools to organize change, and discover new innova-tive ways to do business.

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Organizational Change, Leadership and Management

The concept of organizational change is about the wide change in an organization, and not regarding small changes like hiring new people, modification of a program etc. Wide change in an organization includes changes in the mission of the company, operations due to restructuring, new technologies, major collabora-tions, mergers, new programs, re-engineering and many more. Experts often refer to organizational change as organizational transformation.

This term gives a basic definition to a radical reorientation in the operation of an organization.

When an organization decides to change its strategy for achievement, modifies a major section or practice, and/or plans to change the nature of its operation, these occurrences are significant organization changes.

For the development of organizations, it is proper that they undergo changes in the different stages of development. The topic of organizational change has become popular in communications about leadership and management. Leaders and managers conti-nually make an effort to have significant and successful change.

Some people are very good, but some still struggle and fail at the effort. Leadership concept is related to making sure of the effectiveness in any organization, and managing changes. Leading has always been a very human activity. Many people make state-ments about strong leadership, but do not really understand the deal about it.

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Leadership is not one of the general functions of a manager. Management refers to the activities done by a group of people who plans, organize, lead and coordinate resources. These functions recur throughout the organization and are integrated. The success of change in an organization depends on the kind of leadership and management the person in charge does.

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The Training for Organizational De-velopment and Change Management

The development of every organization, particularly on how changes are managed, influences the success of the business. The activities in the organizational development occur in the interac-tions of the people systems, like the groups that are either formal or informal, the culture of the work and its climate, and the design of the organization to improve its effectiveness using different beha-vioral science applications. Change Management tests the different organizations to succeed in times where a great change is imple-mented. The organization is trained to successfully plan, communi-cation between the people within the organization and the affected parties of the change, implementation of the change, build the involvement and the commitment of the employees, and the mea-surement of the system in the period of the change.

The center of Change Management is found here. The train-ing in Change Management for the development of the organization has never been more critical, since most organizations are now focusing on the systems structures and processes that have an effect on the people, and the performance of the particular organi-zation. Organizations that seek greatness ask for the assistance of organization development practitioners that train mainly to become certified in their chosen field. Training to become a certified OD practitioner is in demand since they sharpen their skills to the great challenge of measuring the results of the change done for the development of the organization. Training includes programs that help provide precision on the connection of the high-performing structures of the organization, and setting the direction of the organization on the right path for its accountability and productivi-ty.

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The Right Way to Implement Process Change Management

Process change management simply refers to the capacity of a firm to handle changes in the existing and to-be-implemented organizational processes. The shorter name for process change management is process management both refer to the same function.

The problem though, with many organizations, is that they resort to massive or ambitious ways to manage changes in an organizational process. These overkill efforts may not be effective because problems that occurred in the past may re-occur after completion of the ambitious methods.

The decision makers may resort to overkill because they have overestimated the causes of the problems in the first place. For example, if the problem of low employee morale has caused productivity to go down, the decision makers might address the problem by penalizing employees if their productivity goes down a certain level. Does this work?

It might, but in many cases it does not because the cause of low employee morale has not been addressed. A better process change management measure would be for the organization to host employee relation sessions where facilitators would try to uncover the real reason for low employee morale.

Perhaps the employees dislike a certain policy that has been set in place and find that it derails their efforts to motivate them-selves to increase productivity. Maybe they can even point to a particular person (like a terror supervisor) who has caused their morale to go down in the first place. Applying the carrot instead of

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the stick (meaning, motivating employees to work more effectively and efficiently by helping create an environment open to hearing their grievances would be a much better solution to boost employee productivity, than simply penalizing anyone whose productivity goes down).

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The Template of Certificate in Change Management

The achievement of the people who attend any training course must be acknowledged. It is very simple to print a training certificate on a quality paper. The templates of certificates are presented to the successful trainees at the end of every training course or program. Framing the certificate, if desired, adds a classy touch.

The template for a Change Management certificate is like any other certificate. The border allows good space for the various headings and text sections, and the logo of the organization where the person trained is also included. For this article, it is specifically the logo of the training organization that conducts a course in Change Management. The template also includes the main heading where the phrase Certificate of Achievement is used. It must state the name of the Change Management training course. An example is, Introduction to Change Management. The text requires a well-known font and font size, especially for the heading and the train-ing course title. After the title, the duration of the training course is next. This includes the number of days, for example a phrase like, A Four Day Course. Its appropriate to state the venue where the training course was held. The next part is the description of the certificate. This is where the phrase, This is to certify that is seen. After the dotted line is a space where the name of the trainee is written. To finish the template, include the signatures of the people awarding the certificate, and the date.

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An Explanation of What Change Man-agement is

What is change management? It is a scientific, systematic and structured approach to dealing with change, so that there is a smooth and efficient transfer from the current state to the future desired state. Since it encompasses a broad field including psy-chology, engineering and business, there are two sub-categories for change management: Individual and Organizational.

Individual Change Management is based on the behavioral models. ICMs will tackle and attempt to disassemble the existing comfort-zones of individuals in order to effect a change. This involves a lot of motivation, and good leadership skills because people will tend to be uncomfortable with changes.

The emotional factor of the individuals affected by the change should be taken into consideration, so as to increase their morale and make them accept the change without resistance. Properly present a good explanation on the need for change, as well as the reason for it, so the individual will support and become involved in the implementation of the change. With proper train-ing and skills transfer, he will be able to implement the changes based on expected results, and his role and responsibilities will be clearer. We have to remember that the less resistance, the more effective the change will be.

Organizational Change Management is a structured process of implementing change at an organizational level. A good organi-zational change management plan integrates individual change management so that it will effectively and efficiently modify the existing state of the organization to the future state without much resistance from employees.

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Three aspects are vital in both the individual and organiza-tional change management: adaptation, controlling and implemen-tation.

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The Change Management Workplace

In a modern workplace, change is always expected. Changes occur depending on the system used by a particular organization. There are technology changes, changes in the procedures, and the changes in the market. The economy, which gets wider and wider through the years, has its own challenges, unique for every employ-er. Some countries posses a comprehensive and complicated system of laws related to industry. Managing changes in a workplace can be a very difficult task without any understanding and knowledge of the interrelationship between the legal requirements of the collec-tive agreements, and the contracts of employment that are applica-ble.

The legal requirement for change in the workplace is only a part of the picture. Knowledge in the broader relations of the industry, including the roles of the different unions connected to the change, is essential to the success of implementing change.

A comprehensive change management strategy is very im-portant for all businesses considering changes in the workplace. The success of the strategy depends on the following factors:

The objective of the organization for the change.An audit of all the legal obligations of the employer to the

parties affected by the change, including an analysis on how the change will be implemented, and the strategy for communicating all the information needed by the affected party regarding the change procedure.

The planning of the appropriate legal change management before the implementation of the change.

The tools necessary in change management in a workplace must measure the satisfaction of the employees. It is the employees

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prerogative to know how to deal with any issue within the organiza-tion where they work.

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Environmental Case Study Change Management Elements

We all know that climate change is already upon us, and we need to deal with it, if we are to survive the next 100 years of this millennium. Thus, environmental case study change management elements must take into account the factors of:

Production of greenhouse gases; andReduction of such emissions; since the global scientific

community already acknowledges that greenhouse gases directly contribute to climate change.

Of particular importance is the role of cities regarding greenhouse gases emissions. One reason is that urban dwellers usually own their own vehicles, which directly emit harmful green-house gases.

Other sources of are construction sites, such as when tower-ing skyscrapers and residential apartments are built. Furthermore, it is a fact that urban dwellers tend to use more energy for their various activities, which necessitates more production of electricity by power plants.

These in turn release greenhouse gases into the atmosphere. This means city dwellers have a bigger carbon footprint (the meas-ure of how much carbon dioxide they are responsible for emitting) than people who reside in rural areas.

Another factor to take into account is how well reforestation efforts can help reduce the impact of the heavy carbon footprint of urban dwellers.

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Proving substantially that reforestation helps minimize the impact of greenhouse gases emissions from cities would be very helpful; and thus such efforts could play a strong role in slowing and perhaps even reversing climate change.

Climate change needs to be reversed; otherwise, the human race will not survive its aftermath.

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Can I Produce a Template for a Cer-tificate in Change Management My-self?

Actually, anyone who has adequate knowledge of a personal computer, and its word processing program can easily follow a template and create change management training certificates that are customized for the program of their organization.

The change management template simply shows you how the finished certificate will look. The first factor is the size and type of fonts to be used. Select fonts that look good when used together, and create a classy appearance that will jive well with the other elements of the certificate.

It is usually advisable to center all the content, since this is how the best certificates look. You should then create very nice-looking borders (straight lines generally look much better than more complicated swirly ones). Maintain adequate spacing between the content and the borders.

If you can have someone create or scan a picture of the orga-nizational logo for integration into the layout, that would be really good. If you have a color printer, then perhaps color the logo as well. Yet, black and white also looks good anyway.

It is very important to show what the certificate is for in the main heading. For example, if this is a Certificate for Completion of ITIL Training, then indicate that in the main heading with generally a larger font than that used for the rest of the content. You may choose to make that main heading bold or italicized as well.

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Never forget to include the date when the training was com-pleted, as well as the signatures of the people who are bestowing this certificate on the recipient. Later, a dry seal can be embossed on the certificate to make it look really official.

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Eight Steps to Successful Change Management and Organization

Change management will definitely create a huge impact on the organization. To achieve positive results, everyone should join hand-in-hand in ensuring that the new processes remain intact, while focusing on improving the system further. There have been many change management principles formulated in the past, but only a few were applied by various organizations. One of these is the John Paul Kotters eight steps to successful change.

John Paul Kotter is a Harvard Business School professor, who is widely regarded as the one of the world's most brilliant authors on leadership and change. His works include The Leading Change (published in 1995) and The Heart of Change (published in 2002), both made a mark on how organizations can actually manage and implement changes. Kotters eight steps to change model is summarized as follows:

x Increase urgency by inspiring people to move and make achievable objectives.

x Build a guiding team with the right emotional com-mitment and skill sets.

x Establish the right vision for the team to drive work efficiency.

x Involve as many people as possible, and communi-cate the essentials to appeal and respond to peoples needs.

x Empower action by focusing on giving constructive feedback and support while recognizing good work behaviors and achievements.

x Set goals that are easy to achieve, and finish the cur-rent phase