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Managing change: Nine common blunders—and how to avoid them
Author(s) -
Toterhi Tim,
Recardo Ronald J.
Publication year - 2012
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21438
Subject(s) - stakeholder , productivity , managing change , process management , stakeholder engagement , change management (itsm) , business , scale (ratio) , organizational change , risk analysis (engineering) , operations management , knowledge management , computer science , marketing , public relations , engineering , political science , economics , physics , quantum mechanics , lean manufacturing , macroeconomics
Despite increased awareness of change management processes, principles, and practices, many business leaders continue to struggle with navigating their organization through a change initiative. These challenges often stem from a series of common blunders that can significantly impede progress in achieving project goals. The experiences of several executive sponsors of large‐scale change, however, show that employing a holistic change management model can help highlight these potential pitfalls so that they can be proactively addressed. A methodology for avoiding these common blunders can be incorporated into any change program to shorten implementation cycle times, enhance stakeholder engagement and commitment, reduce productivity fluctuations during rollout, and, most important, capture targeted benefits. © 2012 Wiley Periodicals, Inc.