The clip discusses “Thriving on Change” as one of the 20 steps to better management. In this clip, the author recognizes change as a continuous process that happens on a daily basis in any given organization. Ideally, change goes beyond the new projects and initiatives established to help improve performance and enhance an organization’s advantage (Thriving on Change, 1996).
In this case, the clip discusses three primary aspects, namely the need for change, how to manage change, and assisting others to attain change. The need for change occurs in three major reasons, namely gap performance, technology, and opportunity identification. Gap performance entails the need for change in cases where organizational goals do not met other related needs. Change would be vital in such a case to close such gaps. Change would also be vital in areas that require new technology. Finally, change aids in the identification of opportunities appropriate in organizational transformation (Thriving on Change, 1996).
Now, there are various ways of managing change, some of which are as follows. First, an organization would best manage change by insisting on the perfect design of change processes in ways that tie change to individual employees. Second, change management happens through the use of clear job definitions as viewed for individual results (Thriving on Change, 1996).
Finally, that said, the following are ways one can help others adapt to change within an organization. First, individuals can explore competences outlined within each job jurisdiction. This process helps in the identification of strengths and weaknesses as per individual aspects. Second, there is a need to identify a change manager who can help protect the interests of those individuals that resist change. The ideal reason for such action is the use of resistance to streamline service delivery (Thriving on Change, 1996).
References
Thriving on Change. (1996). In 20 Steps to Better Management [video].
