Progress or Regress.How to understand it in the world of change management?

The answer to the question of how to effectively manage change in an organization can save your business. As in each of our lives , so also in the organization , changes are mainly stress. These good too! While , however, the processes of change are commonplace in every organization , it has effectively managed the change is not so common. Very often it happens that the changes that were to bring the assumption of benefits , lead to results different from those intended. Without the ability to anticipate and prepare organizations fall into the trap , which is usually difficult to predict and avoid . I still think , however, too little knowledge and too much faith in that it requires no change of management. I will order them alone. Of course , that will manage - but then much harder it will be for us to anticipate the results.What are the most common pitfalls organizations may encounter and how to deal with them ? Any problems most often associated with lack of awareness and ... time . Changes introduced simply without preparing the ground for the entire process . Without conscious planning of the whole process and not putting pressure on those aspects of the changes that may be important for the employees. A very important element of introducing and managing change is of course their communication . It is inadequate , insufficient, or stamped , losing the propaganda of success , communication is the most common cause very unfavorable processes that occur in teams. In preparation for the changes in the organization need to remember so few really basic things.First secure adequate time to prepare for changeManagers often decide to start the process of change found under time pressure . Dynamics of changes in the market, macro-and micro - environment organization makes decisions on changes are adopted quickly and just as quickly be put into effect . It is known that flexibility is increasing the survival of the organization. We must remember, however, that the organization of the people , and those not so as to optimize the software. When performed quickly changes very often tells employees in a hurry and fragmentary . As a result of lack of time to adequately adopt the changes and adapt to them , and most importantly for their understanding.Of course, one can assume that the serial employee does not have to understand exactly why such a change is introduced , but always when it concerned his responsibilities , competence or structure in which it is located, will be accepted with reserve , if not reluctant , if not understood where it came from . This raises , of course, a whole string of events - managers are dissatisfied with the slow progress and a burden for the fault of employees , claiming that they lack commitment and dedication , and they do not see the need and urgency of change. Employees increasingly reluctant to react to changes and so a vicious circle . You must remember that usually the organization needs time to cope up to date with the various elements of the change process. It is not enough simply to inform about the need and urgency of change. Managers who carry out the change , must provide adequate space for planning, discussion , processing, adjusting and correcting information. They must also make employees change by following a plan that is well thought out . And that implies taking into account the feedback and empathy . Only then will the organization as a whole can move forward .Second, keep an appropriate structure of communicationVery often carrying out the changes do not change the way of communication in the company. It is recognized that what worked ( it is mostly subjective assessment ) will continue to run well . If, however, during the stable operation of the weaknesses in communication are not so dangerous , in the period of change can lead to disaster. In a situation where the company's management believes that rests entirely on the main burden of communicating the decision to the Board throughout the organization , and then expects the desired results , very often raise questions , doubts and ... theories that are beginning to circulate in the organization of the second circuit . In time, cease to be conjecture , and they become beliefs of employees about why the change to work. It is not enough to organize meetings of the whole team and communicate ( no matter how smoothly ) changes and at the end . Most often , even if we give employees the opportunity then to the questions that they will not appear . But surely they will leave then , and if the model does not provide for the possibility of responses, are the employees themselves they can do it ... I do not know is whether it will certainly answers that are consistent with our intencajmi .When making changes is a mistake to skip the active involvement of lower-level managers . Consequently, this leads to the fact that it never reaches the expected results. You need to be aware of the decisive role in communicating changes to its employees , managers play lower and middle management. And you have to realize that you need to provide them with enough time to be able to discuss the upcoming changes with their employees and receive feedback from them , which will then be evaluated. In this way will the whole process of communication, which includes giving the message , and receive his feedback. At a meeting of the entire company is place only for propaganda broadcasting .Thirdly , remember to support change agentsPeople play a key role in the change process , because of attitudes, behaviors , employee involvement in the company to the success of any changes . Traditionally, to determine the active person who has a leading role in the process used the category of " change agent " (with English change agent) , which generally can be defined as an employee (unit) , or sometimes a team (usually in the case of the change of broad range ) , responsible for the creation of conditions conducive to the implementation of changes to support their implementation of these changes and, finally, an assessment of their effectiveness . We must remember that the most important person influencing the success of any process changes themselves will be subject to change during its execution . They may have a sense of isolation and loneliness , loss of energy and motivation - especially if you do not provide them support and understanding . The situation becomes really dangerous when negative feelings will intensify . This is true if the results will not be consistent with those expected. The pressure causes that often lack time for reflection , which is a realistic threat of limiting the ability of observation and objectivity of the people involved in the change. To avoid personal failures , ensure change agents appropriate assistance and support , as well as formal and direct coaching.Fourth , remember to set definite direction during crisisTime change is really a time of crisis . In this case, very clearly show competence and not afraid to show power. It's not about nieznoszący opposition authoritarian style in which the leader does not communicate anything . However, one should clearly indicate who makes decisions and to whom employees have to pay in case of doubt . Decisiveness and clearly defined areas of competence is a necessity. It should be the norm forever, but in times of change is the need of the highest order ! Współuczestniczący management style , in which the consensus allows everyone to take part in decision-making can be checked when the organization smoothly toward the goal . However, the illusion is the belief that the appropriate remedy for the organization during the crisis is to increase the dose of training and coaching of communication and influence skills . Crisis in organizations requires clear guidelines resulting from strong leadership . A strong leader must find time for reflection , involving and listening to the right people and demonstrating courage in making tough decisions when necessary.Fifth, remember not to settle for warningsThe fact that we feel that the situation does not occur as expected or looks bad, does not solve the problem. This is obviously an important step , but if there are no further arising from this important reflection , this disaster is certain . Announcement alarm without taking the necessary further steps produces collective guilt, which workers have nothing to do . Generalized messages that " Someone should do something! " Only exacerbate stress and not guided towards solutions . When there will be obstacles , they start to act designated in advance appropriate, which must have adequate powers to determine the solution and take the necessary action. Only change agents who have the power of attorney to enable them to guide the planned modifications , can operate effectively.Sixth , be sure to have first place in the people, not profitsEach company operates , of course, in a particular economic model . It should be profitable . However, if this is based on all your communication in the period of change and not only , it will never fail to be difficult (maybe even none ) processes . If management organization only interested in profits , and the managers are expected to manage staff in a similar vein , the effects will be dire . When the statistics are becoming more important in the organization of personal needs of people who create it , it is impossible to realize the objectives . Such a policy will sooner or later lead to a crisis . When an organization is governed by a number, and not the people who have the talent and belief , the crisis becomes inevitable . Behind the numbers are always the people who generate them . Their motivation and attitude always will affect the health of the organization. In times of change can be seen most clearly .

analytics of any organisation is the key for its progress or regress. if organisation is not growing, its on the decline for sure.there is no static position in business.

progress is developing the works by good organizer and controler

Regress is doing the works badly

Organizational Change Management drives ROI through- Controlling and monitoring progress and regress to immediately either enforce or attenuate effects of particular actions

Anybody's position is relative to those arround him. He/She can either move to keep the current position or progress by moving faster and smarter than others or don't move and regress comparative to all other who do move.

I agree with Mr. Thami in the short answer helpful