Collectively coherent 👹❤

Hello peeps. Been a while.❤

I must admit that this blog has some people’s mix story in its content (including mine), mostly packed in one shot post. I’ve been using it as my sources while creating it to entertain my other fellows to reduce stress at work without telling things too much (yes we all do have our own tensions, be it dealing with a jerk at the street or varied corporate politic situation). All of this just show you that 70% of my posts has been written in fiction points of view, based on significant facts in each of our personal life along with the “emang lagi (atau pengen) BAPER” mode along with ups and downs. More likely a contemporary genre using a bit of ghostwriting method.

Singkatnya, kalau mau cengeng ya sekalian jadi cengeng dulu sampai beres ya kawans lalu udah, never fall in love with someone who doesn’t love you back more than you love the person even though that person only know how to initiate relationship without growing it at all (prior utk wanita yang nggak dipupuk hatinya, “bravo” utk gaya komunikasi yg bikin sesuatu makin meaningless, lebih pentingin show off mood di sosmed dari pada properly communicating lambang hasil bitter masa ABG), kalau bahasa kasih dan pertumbuhan mentalnya nggak sama pun yaudah jelas ngga klop, tough lagi kemudian selesai dan naik level, hello new devil peeps!

And due to my current absence on that method  since i move it to other creative process and only for internal reading outside this blog, i decided to release some of my other thoughts-contained-brain-side about work for once in a while, using a factual approach. I’m presenting you about change management methodology, and i do hope my other fellows could understand things deeper as i reconstruct line by line in this post using some resources around me.

So what is our current rule of the game? Simple. Just stability! ❤

the-allure-of-transaprency-and-stability-2-e1435135261149

Many senior executives in companies had a simple stability goal for themselves. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; no one got fired; life was good. But unfortunately, things don’t go that way many times, right?

A somewhat ambiguous term, change management has at least three different aspects whatsoever, including : adapting to change, controlling change and effecting change.

Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries and in almost all companies, from giants on down – heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: dynamic change. It never get easy peeps. It takes time and a LOTTTTTTTTTTTTT of energy until i must re-think again about energy allocation i have to make in the next 5 years. (T___T)

One poor thing is seeing how some higher positioned people thinking that communication is the same as engagement, while both are actually different in practical ways. Some only dictate people on what should change, without a proper approach towards each individual. –> This happen a lot in every personal life too i must say. Kick that arrogance smoothly!

You must have an intimate understanding of the human side of change management (the alignment of the company’s culture, values, people, and behaviors) to encourage the desired results. Plans themselves do not capture value. Value is realized only through the sustained, collective actions of the thousands of employees who are responsible for designing, executing, and living with the changed environment.

Of course..No single methodology fits every company, but there are set of practices, tools, and techniques that can be adapted to a variety of situations. Using these as a systematic, comprehensive framework, many executives suppose to understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.

Culture is also very very critical. It gets more important while proposing change management. It even became more critical when the upper level people decide to do some changes accompanied with IT system changing without any significant tools to maintain / develop their human resources. Not enough maintenance in performance management system resulted in more deeper issues whatsoever.

A mutual understanding is a mandatory in retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry. How ironic, huh?

The impact is clearly shown in three big sectors :

  1. The transformation mechanism –> a significant one always create People Issues. 😐
  2. Consumed resources : Time, people and of course, money.
  3. Typically left with diminished moral, perhaps? or immaturity? (easily blaming each other in negativity for example)

Long-term structural transformation has four characteristics, which are : scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet the companies will reap the rewards only when change occurs at the level of the individual employee. That is undeniable..! (i am highly exposing on these.)

So..how do we create a coherent environment in order to generate a smooth changing events in progressive ways?  Passive aggressive? Well.. After a lot of evaluation and extensive reading plus brainstorming with other expertise fellows, here are 10 shortlisted principle guides :

  1. Address the “human side” systematically
  2. Start at the top
  3. Involve every layer
  4. Make the formal case
  5. Create ownership
  6. Communicate the message
  7. Asses the cultural landscape
  8. Address culture explicitly
  9. Prepare for the unexpected
  10. Speak to the individual

Some upper people contemplating change know that people do matter. It is all too tempting, however, to dwell on the plans and processes, which don’t talk back and don’t respond emotionally, rather than face up to the more difficult and more critical human issues. But mastering the “soft” side of change management needn’t be a mystery after all…. But then again, implementing all of this is already a challenge itself, isn’t it?

I do hope this post can stimulate you to a broaden knowledge about thriving in dynamic challenges. As for my work case, i can only put ice bag upon my head everyday so it won’t blow up.

I am just currently happier to attain some insights and inserting it to my environment so it could get healthier in reconstructive ways before i made my final decision to move on with my actual life plan.

Kalau kata Master Shifu..”Belum pernah dimusuhin itu belum sempet seru namanya.” Hemmmmmmmmm…….. (garuk-garuk kepala sambil nyengir) wakakak.

Well..Let’s get things done peeps! Banzai!

Owh..and happy weekend, beautiful souls. ❤

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