Change and the Power of Choice: Part 6 – Follow Through...
Once the decision has been made on the change, the next step we come to is Follow Through on the Change. In most cases this is follow through on the decision to support the Change. To successfully roll out the Change, we need to understand several pieces around the Change. To successfully implement we need to understand timing, changes in resources, relationships, responsibility, and roles.
If we have decided to negotiate terms around the Change, this is when we follow through on the negotiation. For the most part this will mean a discussion with our supervisor. We need to decide the best time, and place to have this discussion. It might also mean we need to negotiate with our peers, our business team, or even our business partners in collaborative teams. Regardless of who we bring into the negotiation, the key to successful negotiations is to come to agreement on terms. Think of terms as “I (we) will support __________ , if I (we) get __________ “. When we have agreement on the terms, we have a successful negotiation. If we can't come to agreement, the best option is to consider key points in discussion to understand concerns, and limitations from all sides.
If we have decided NOT to support the change under any condition, we need to confirm that our management understands our position. This should not be entered into lightly, as consequences from not supporting a change that has been agreed upon by management can be severe. We leave ourselves vulnerable in a number of ways if we decide not to support the change. The decision to not support the change will be quite rare is we consider the option of negotiation, but it is critical to empowerment to understand we DO have the option of NOT supporting the Change, and no one can take this power from us!
Below are some bullet points to consider when we come to the step of Follow Through:
What is the timing of the Change?
Will the Change be implemented in phases?
Will the change impact existing business relationships?
How will implementation of the Change be measured?
Will the Change impact existing roles?
Will the Change be permanent or temporary?
Will the Change impact the products or services of the organization?
How will the implementation of the Change impact our customers?
In summary the Follow Through on the Change will vary dependent on if we want to support the Change as presented, negotiate the Change, or in extreme cases, we have decided not to support the Change under any condition. In the real world this last scenario will be rare indeed, but it is critical to realizing we are empowered to know we have rejection of the Change as a valid option. As always, the more ACTIVE we are in addressing the Change, the less we are victims of the Change. When in doubt, be engaged!
Once the decision has been made on the change, the next step we come to is Follow Through on the Change. In most cases this is follow through on the decision to support the Change. To successfully roll out the Change, we need to understand several pieces around the Change. To successfully implement we need to understand timing, changes in resources, relationships, responsibility, and roles.
If we have decided to negotiate terms around the Change, this is when we follow through on the negotiation. For the most part this will mean a discussion with our supervisor. We need to decide the best time, and place to have this discussion. It might also mean we need to negotiate with our peers, our business team, or even our business partners in collaborative teams. Regardless of who we bring into the negotiation, the key to successful negotiations is to come to agreement on terms. Think of terms as “I (we) will support __________ , if I (we) get __________ “. When we have agreement on the terms, we have a successful negotiation. If we can't come to agreement, the best option is to consider key points in discussion to understand concerns, and limitations from all sides.
If we have decided NOT to support the change under any condition, we need to confirm that our management understands our position. This should not be entered into lightly, as consequences from not supporting a change that has been agreed upon by management can be severe. We leave ourselves vulnerable in a number of ways if we decide not to support the change. The decision to not support the change will be quite rare is we consider the option of negotiation, but it is critical to empowerment to understand we DO have the option of NOT supporting the Change, and no one can take this power from us!
Below are some bullet points to consider when we come to the step of Follow Through:
What is the timing of the Change?
Will the Change be implemented in phases?
Will the change impact existing business relationships?
How will implementation of the Change be measured?
Will the Change impact existing roles?
Will the Change be permanent or temporary?
Will the Change impact the products or services of the organization?
How will the implementation of the Change impact our customers?
In summary the Follow Through on the Change will vary dependent on if we want to support the Change as presented, negotiate the Change, or in extreme cases, we have decided not to support the Change under any condition. In the real world this last scenario will be rare indeed, but it is critical to realizing we are empowered to know we have rejection of the Change as a valid option. As always, the more ACTIVE we are in addressing the Change, the less we are victims of the Change. When in doubt, be engaged!
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