Change Management North East
Time For Change – Change Management North East. I have been working on change management in the North East of England, in one guise or another, since the 1980s. So what has changed in that time?
Change Management North East – then and now
Well, a lot has changed in our everyday lives and our work lives. Without wishing to sound like Old Father Time, we’re talking about an era when the closest thing to an instant message was a memo typed on A4 paper and carried around the building by an Internal Postman, and when the top-paid footballers were earning £1,000 per week.
The region’s traditional industries of mining, shipbuilding and heavy engineering still employed thousands, though those numbers were declining rapidly, and concepts like ‘lean thinking’ and ‘social media’ had not yet entered the business vocabulary.
The changing face of Change Management North East?
How has Change Management North East changed over the decades? In some ways it has changed massively, in other ways it hasn’t really changed at all.
I’m not sure how well ‘change management’ was recognised as a discipline in the 80s, though (then as now) anyone working in a leadership role spent a lot of time and energy managing change, or trying to manage change, in one way or another.
In 2017, many organisations across every sector of the north east economy employ people with change management in their job titles/descriptions. And the nature of changes taking place within these organisations appear, at first sight, to be very different from those that took place 30 years ago.
New technologies, new approaches, new organisation-types, new industries, new ways of thinking and being and communicating…
But are today’s challenges really so different?
Fundamentally, all workplace changes have a common factor at their heart. This is true now, it was true in the 1980s, it has been true throughout human history. At the heart of every change is a person or, more often, a number of people.
People, people’s roles, attitudes, abilities and preferences, people’s responses when confronted with new developments that require them to work in different ways.
The success of the changes that we seek to introduce – as leaders, as change managers and facilitators, as organisation development practitioners – depends on our ability to understand people.
- What the change means to them, how they will react, how they will behave, what influences will make a difference to them.
- What actions we could take that would strengthen the change and increase the extent to which it is enthusiastically adopted, supported and advocated by those who will be affected by it.
The science of Change Management
The science of change management has developed very considerably since the 1980s. It continues to progress as our fast-developing insights into the workings of the human brain help us to better understand just exactly how averse to change we really are (the answer, by the way, is very averse).
So, in conclusion, logic would suggest that Change Management North East is much more advanced and sophisticated in 2017 than it was 30 years ago.
That would surely be true if we could rely on best practice in change management being applied universally and well. But unfortunately, within Change Management North East as within Change Management Everywhere Else, best practice in change management is only applied in a small minority of cases.
That’s the challenge that Change Management North East is facing.
Let’s make this region a genuine hotbed of leading edge change management best practice. It won’t be easy, but if we can manage it what a strong competitive edge it will give us in these turbulent times. If you would like to discuss how we can help you, please do get in touch. Also, it would be fantastic if you would follow our Company Page on LinkedIn