Organisational change doesn’t happen in isolation. It happens while core business continues to be delivered and it involves many people in many different roles. But in the end, it effectively means that people must change how they do certain things.
You can throw old computers out and they don’t complain about it. They aren’t going to undermine your change project just because they’re not wanted. But how you treat people has an has a big influence on whether you succeed and what happens after the change is over.
How difficult it is for people to succeed at change depends partly on their personal change fitness, but it also depends on how effectively the organisation leverages their change fitness strengths and how well it scaffolds their limitations.
In the end, the outer, social dimension involves such things as how the change is managed, the behaviour of the leaders, the messages that are communicated, the organisational culture, and the policies and processes that empower or restrict people. If these things help stakeholders to make the most of their change fitness strengths and support their weaknesses throughout the change process, then change readiness is high. If they don’t, more work is needed.
We have online tools that measure key aspects of this outer, social dimension and we can help you get this right. We can perform a change readiness audit to highlight your strengths and where you can improve. We can also provide you with training and/or coaching to help you build the change fitness of your people and the change readiness of your organisation. Contact us to learn more about what can be done.