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Managing Change In The Workplace

In the last month or so, I have heard "change management" and "managing change" at least half a dozen times in meetings and conversations. I have to say that I hear all of this as bureaucratizing change in the workplace. And if not bureaucratizing, then propagandizing a top-down change initiative. What is this top-down impulse to define the ways that change should occur? I find motivating bottom-up change to be a much bigger problem - getting folks at whatever level to try new things of their own creation, even if it fails. I'm not so concerned with a formal process of managing enforced change... change ought to be the status quo at every level and then let the meritocracy sort it out. I hear "change management in the workplace" and I am overcome by revulsion. Am I missing something here? What's next "Chief Change Officer?" Funny, I thought we all were.


Anonymous User
Title: CFO
Company: Local Government Agency
(CFO, Local Government Agency) |

Welcome to corporate America where, like hula hoops, catchy phrases and slogans come and go only to be replaced by the latest and greatest. And occasionally, resurrected as this golden oldie is being at your work place.

Next time you're at one of these meetings, dazzle your colleagues by inquiring if this change management is a result of a "paradigm shift"? :-)

Title: CFO
Company: C-Suite Services
LinkedIn Profile
(CFO, C-Suite Services) |

The flipside to your argument is employees implementing changes at their short, anarchy.

I agree that change should occur and originate at all levels, but you need a process (you call it bureaucracy) or a pathway where ideas get discussed/evaluated based on the merits. Change Management IS defining how change should occur and minimizing the risks associated with it or even maximizing the value of the change. It also makes sure that a bigger picture view is considered where processes/people affecting the change are considered. (most employees only see their side of the equation/work). Change should be deliberate.

" I find motivating bottom-up change to be a much bigger problem" --> maybe because they do NOT see a path on how to do it. or worse, they do NOT want to own the change and get the blame if it fails and blows up in their faces. The process democratizes the change initiative and still give credit to the originator.

Employee morale (new idea generation) are generally higher when they see and feel that the organization is open to new ideas and there is a process where those ideas can be brought up, evaluated and discussed based on the merits....and hopefully implemented


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