Why are these principles essential when managing change? Please explain! ?

Trust: This where individuals in the organisation share the same value-system. Knowing this is knowing what to expect from one another. Technique: Establish early on a creed (say a list of ten values) that every employee must know from Day 1 and which the company expects them to uphold. During Change, a "Change For the Better" creed can be introduced, so that everybody has the same mindset. It is important that those managing change know the process, mechanism of change, so that those reporting to them will know that their actions fit into a defined system that is not arbitrary. (Have clear Process/System charts pasted up visible for all to see.)

Truth: "The Truth Shall Free Us" is never the more apt during change. Many times, people fear reporting bad news as it might affect their performance appraisal. But without truth, real problems are not fixed. Technique: Introduce a culture of change whereby people are rewarded for bringing problems to be fixed. A suggestion scheme is one way. A more effective approach is to have regular Process Improvement meetings. Important to this is a establishing a culture of tolerance and ownership of task. "I know this is a problem and I will see that it gets fixed." Meetings with clear agendas is a sure-fire way to get things done. Developing a culture of "work first, party later" helps, especially during change when focus is needed during office hours. Chilling sessions (say a pool-side cocktail party ) let people open up their frustrations, pain, etc. in an informal session. Train managers to handle truth. (Especially those rather unapproachable "Good News Only" type managers). Have daily informational posters (say, electronic signs) that help people monitor the results of change (e.g. quality improvement, defects reduction, hours saved, etc).

Fear: Communication is key to allaying fear. Employees need to know that their prospects are not in anyway jeopardised by the change. (Especially when outside consultants are used) Techniques to use: Communicate clearly the reasons for change (the fear should be greater for NOT wanting change). State clearly what is the company's Change Plan and who would be doing what. Have a clear time-line. Let employees participate in Change precipitation, i.e. get them involved early to identifying what needs to be changed/improved. This will give them some sense of ownership. Regularly communicate success brought about by the change. In this way, they know that their actions (or the company's plan) is working. Communicate also employee insights, innovative ideas, etc. as a way of pervading the culture of change. Fear can also come from new responsibilities. Patience and tolerance and training are ways to mitigate this. The underlying thought? "WE are all in this TOGETHER. WE will pull through TOGETHER".

Sometimes, change can sabotaged by higher management. Hence, it is imperative that change comes from the top. They must show the will.

Change should come in a few phases: Framework intro, task assignment, reporting mechanism, monitoring mechanism, feedback/improvement actions, institutional actions (should this change result in a permanent fix).

Remember: It is key that managers know the framework under which the change is instituted. They will then know their (and the organisation's) limits in bringing about the changed needed. The tools, budget, opportunity costs, etc.

The change process can differ markedly from small to big companies. But the underlying feelings of trust, truth and fear pervades both; why perhaps you are asked to deliberate on these three key attributes.

A valuable tool is to share cases (stories) of successful change. In this way, employees have good stories to mull over, talk about. It helps to create a positive attitude/environment, reduce anxiety. Such stories or management cases be bought online.

Hope this helps. :-)