Change Management - Limiting the Risks

Large scale change in organizations always creates resistance and elevated stress levels. This is simply because organizations are made of people and people typically have self limiting self images. That is, no matter what presents on the surface, most people don't believe they are good enough to carry through with something they don't understand fully.

In group training meetings I always ask the question, "Who, in this room, believes that most other people in the room are better than you are?" The amazing thing is that MOST people put up their hands. There is no demographic that does this more than others. The same applies across management staff, employees, business owners and stay at home mum's and dad's.

So how does this parle' into the business world? Simply put, any change at any level of business ALWAYS translates into elevated anxiety and self image conflicts. Add to this mix the fact that 61% of your people do not really care about the organization and 18% are actively working against you*, the degree of difficulty of implementing significant change rises quickly. That's 79% of your staff not actively "engaged" in the company.

If not catered for at the very basic level of change program design, you will face enormous resistance to the change and a 70% chance of expensive or catastrophic failure.

An Australian company with long experience in working with people at a clinical stress management and self image enhancement level, has developed powerful methods to mitigate this risk. By working on a confidential level directly with groups and individuals, and being seen as independent of the company's CEO and Board, the company has created a customized structured program that deals with the management team, the HR team and staff in an inclusive teaching and subtle therapeutic model that significantly reduces stress and resistance to your change program. A complete Organizational Health Audit is completed to enhance both physical and mental wellbeing, and staff/management interaction.

The model has been derived from very powerful strategies originally used in treating high anxiety disorders including Panic Disorder and Post Traumatic Stress Disorder. Being able to integrate self image conflict, group conflict and resistance profiles, the new Change Model has been proven to be highly successful. A part of that success can be attributed to the absolute confidentiality applied to all levels of the intervention / training, allowing facilitators a greater degree of trust and acceptance.

The new Change Model is integrated tightly into the Change Management model and worked closely with HR and senior management staff to ensure greatest efficiency and productivity gains.

*Gallop Research 2006

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