The phase of the transition to the "new" home is dramatic for both employees and managers alike, there is no lack of other examples that we learned about in the public sector of companies that had difficulty managing dramatic transitions with an emphasis on employees and managers who were in their comfort zones and one fine day the senior managers arrive and move the cheese for them. We saw a tangible example of this in the transition of the airport in Eilat to Ramon, which resulted in mass resistance by the company's employees and managers who were within walking distance from the workplace and were required to travel 30 minutes, including the flying public who were away from their vacation in Eilat.
We all hate change, I don't know a person who moves him out of the COMFORT ZONE and he will be satisfied with the change, even if we tell ourselves or others otherwise, even if we put the word change management in a thousand exciting presentations, there will always be reasons for mass resistance from all the company's employees and managers except those who were partners in making the decision (the agents of change).
"When is the right time to manage change? Don't wait, the right time will never come, start from where you stand and with the tools you have now, and better tools will be found as you go" Napoleon Hill
When approaching change management, the most difficult task for leaders who drive the change is to convince people all over the organization to adapt to the new situation that is to come, to demonstrate adaptation skills when something deep in the habits is shaken both for themselves and for the employees who demand explanations and it should be taken into account that from those moments when every The things that made them popular become what hold them back.
First, in order to make a change, managers need to break long-standing patterns of behavior in the organizational culture, and understand that change means an overt or hidden threat to them and their employees. You have to remember that change causes significant stress in those who go through it, real physical and mental stress. They have to take on new roles, new relationships, new values, new behaviors and new approaches to work. Many employees are ambivalent about the efforts required of them and about the price they will have to pay as a result of the change. Even if they say otherwise, there is something deep within them that opposes the entire process of change and sometimes they will even try to sabotage it.
In light of all this, the change should be managed as we learned in the academy, and although there are a number of approaches to managing the issue, all the researchers identified six key stages related to the successful implementation of the change:
Strategy for change management: the reason that brings the people of the organization to the recognition that change is required is the first step on the road to success, but that is not enough, it requires the joint recognition of all the parties involved that there is a problem that requires a solution and that the organization is capable of containing the change.
Creating a perceptual change: ensuring that the change is based on a deep understanding of the issues and is supported by organizational tools, concepts and processes.
Information sharing (marketing): Involving others in the change process while creating commitment to the process.
Administrative courage to further examine the cause: giving room for objections that arise and managing the channeling program in one of all the stages of change.
Implementing the changes and establishing them: developing a program that will review and evaluate the changes introduced.
Involvement: development and encouragement of the ability of the people involved to find solutions on their own, and support for their actions.
"The managers are required to manage a change process with the people and not over their heads. Also, not everyone can lead a change process, as certain skills and special qualities are required to lead this type of process, and this must be taken into account when starting the process" Bar-Haim, 2017.
In my opinion, one of the most important steps out of the 6 is sharing and involvement!!! of the employees and managers in the change both in the challenges we face and in the creative solutions required to bring about the change.
Our methodology talks about the integration of joint orientation days (we will elaborate in the next chapter) between the company's employees and the project managers and senior management, thereby helping to dispel the fog and uncertainty among all employees and managers.
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