Change Chalenge And Management Essay

1780 Words 8 Pages
Change, Challenge, and Management

INTRODUCTION
Few words can strike more fear into the heart of an individual than “change.” We are creatures of habit and feel most secure when we are doing what we know. But how are the three distinct words-‘Change’, ’Challenge’ and ‘Management’, connected?
These words are interconnected and interdependent. Effective change management involves aligning all enterprise resources — physical assets, know-how, technology and people — simultaneously, but with a different intensity at the organizational, work group and individual levels. Yes, it is a challenge. This is the challenge of the modern enterprise: to be relevant in the context of its dynamic marketplace and to maintain that relevance even in the
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Change in management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change.

THEORIES OF CHANGE
Theory of change refers to the causal processes through which change comes about as a result of a program's strategies and action. It relates to how practitioners believe individual, intergroup, and social/ systemic change happens and how, specifically, their actions will produce positive results.
Theories of change can be identified either prospectively as part of planning an initiative or retrospectively as part an evaluative process. In either case, this kind of analysis requires both time and honest reflection from program leaders and practitioners.
An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing".

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