IWSP Publications
Managing Workplace Change
Excerpt
- Lessons
Learned
Becker, F., Tennessen, C., and L. Dahl (1997)
Workplace Change: Managing Workplace Change. Ithaca, New
York: Cornell University International Workplace Studies Program
(IWSP).
Implications For Managing Workplace
Change
- Address concerns about job security first; then
address concerns about the workplace
- To increase change acceptance, identify the benefits
of the change and create incentives for acceptance
- Perceived management commitment is important for
satisfaction and commitment to the new workplace strategy
- Broadcasting information isn't sufficient; interactive
dialogue is needed
- Explaining broad goals is necessary; discussing
personal implications is critical
- Involvement is importantthis means having
a voice in the change process
- Be aware of subsets of employees who have needs
for additional information or opportunities to discuss the change
- Explicitly convey how employees' views are addressed
and/or influenced the project
- Be aware of the influence of change agents, both
formal and informal
- an active visionary leader is very important
as motivator and example
- track the rumor mill and clarify misinformation
when necessary
- use respected employees within divisions to
"get the message out"
- consider ways of involving employees' family
and friends
- Spending more money per person on change management
pays off in faster change acceptance of and greater satisfaction
with the strategy
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