Central Desktop: What businesses get wrong about change management

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Yes, I am aware that the last few months on this blog have been a series of guest posts – breaking just about every rule of blog writing (1 promotional to every 5 useful, etcetera, etcetera). However, I like to think that if I write an article it will be useful to someone somewhere, so here’s another.

Change management doesn’t have to be a horror show

The phrase “change management” may conjure up an unpleasant vision of an army of consultants roaming around your office and a large monthly bill hitting your bottom line, but in truth it’s something that applies to all businesses and projects, small or large.

If there is one scary thought about change management, it is that change is very rarely manageable. As pointed out by Michael Jarrett in his 2003 paper, The seven myths of change management: “…the rapid development of change and its divergent antecedents means that change is not something that can be managed with certainty. Outcomes can be both divergent and unexpected.”

Which, in layman’s terms, means that you never know exactly what to expect when you begin, and things never run as you intended. Still, change management isn’t as scary as it sounds. By following some simple rules, it’s possible to successfully introduce changes into a business with a minimum of fuss and inconvenience. Equally, it’s very easy to exacerbate this situation, which explains the origin of all those horror stories. Here are seven things that businesses get wrong about change management.

Read the full article and find out what the seven things are over at Central Desktop.