{"id":727,"date":"2007-06-13T01:27:26","date_gmt":"2007-06-13T04:27:26","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=727"},"modified":"2016-10-01T20:07:09","modified_gmt":"2016-10-01T23:07:09","slug":"por-que-fracasan-los-programas-de-cambio","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/por-que-fracasan-los-programas-de-cambio\/","title":{"rendered":"Why do change programs fail?"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-full wp-image-728\" title=\"note1_large\" src=\"http:\/\/actiongroup.com.ar\/wp-content\/uploads\/2011\/02\/nota1_grande2.jpg\" alt=\"\" width=\"160\" height=\"176\" \/>What a topic! It&#039;s undoubtedly a complex issue, but one that concerns all of us involved in change processes, whether as advisors or managers and leaders.<br \/>\nIf we think in terms of the \u201c7 phases of change\u201d according to organizational development, we can identify those aspects that our experience shows to be most critical.<\/p>\n<p><strong>In Phase 1: Need to Change<\/strong><\/p>\n<ul>\n<li>Opinions about the need for change are unclear or conflicting.<\/li>\n<li>Management communication is inconsistent and\/or unfavorable to change.<\/li>\n<li>Communication about the need for change is nonexistent because management assumes the need is \u201cobvious.\u201d<\/li>\n<\/ul>\n<p><strong>In Phase 2: Expected Results<\/strong><\/p>\n<ul>\n<li>Incomplete or not specifically defined desired results.<\/li>\n<li>Desired results that are not communicated, even though the process is.<\/li>\n<li>There is a belief on the part of one department that another department&#039;s goals are sabotaging its own.<\/li>\n<\/ul>\n<p><strong>In Phase 3: Impact of Change<\/strong><\/p>\n<ul>\n<li>When considering direct or indirect impacts, there are parts of the organization that are overlooked.<\/li>\n<li>Too many \/ too few details in the plan.<\/li>\n<li>Absence of a system or method for tracking issues and identifying potential problems.<\/li>\n<li>Inadequate determination of necessary resources (e.g. costs, personnel, systems, etc.)<\/li>\n<\/ul>\n<p><strong>In Phase 4: Master Plan<\/strong><\/p>\n<ul>\n<li>Lack of attention to roles, responsibilities, structures and resources.<\/li>\n<li>People required to implement the plan who cannot be released from their usual responsibilities.<\/li>\n<li>Not assigning top priority to change efforts.<\/li>\n<li>Instrumentation schedule not in line with reality.<\/li>\n<li>Belief that change will be made by external advisors and not by the company&#039;s own people.<\/li>\n<\/ul>\n<p><strong>In Phase 5: Implementation<\/strong><\/p>\n<ul>\n<li>Lack of effective monitoring systems.<\/li>\n<li>Absence of Emergency Plans for unforeseen changes in the process.<\/li>\n<li>Implementation time too long; lack of continuity.<\/li>\n<li>Change team members lose interest or no longer wish to participate.<\/li>\n<\/ul>\n<p><strong>In Phase 6: Process Stabilization<\/strong><\/p>\n<ul>\n<li>Omitting the public announcement that the desired result has been achieved.<\/li>\n<li>Not providing the opportunity to recognize achievement.<\/li>\n<li>Imposing another major change without first providing a short break.<\/li>\n<\/ul>\n<p><strong>In Phase 7: Evaluation of the Change Process<\/strong><\/p>\n<ul>\n<li>Avoiding evaluation due to lack of available time.<\/li>\n<li>Failure to provide an honest assessment of what actually occurred during the change.<\/li>\n<li>Do not use the results as a means of refining future changes.<\/li>\n<li>Failure to acknowledge suggestions for improvements.<\/li>\n<\/ul>\n<p>This is merely an enumeration. Most of the potential problems are self-explanatory. What is clear is that for change to be effective, it&#039;s not enough to announce it. It requires consistent and coherent work, following each of the phases and recommendations that we advisors provide, with the awareness that real change doesn&#039;t happen overnight, but if we take the work seriously, the results always exceed expectations.<br \/>\nFinally, we&#039;ve all gone through or are currently going through a change in our organization. We invite you to reflect:<br \/>\nWhat phase of the change process are you in?<br \/>\nWhat difficulties do they face?<\/p>\n<p>We hear you!!!<\/p>","protected":false},"excerpt":{"rendered":"<p>What a topic! It&#039;s certainly a complex issue... <\/p>","protected":false},"author":4,"featured_media":728,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_crdt_document":"","footnotes":""},"categories":[218],"tags":[],"class_list":["post-727","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-diagnostico-organizacional-y-plan-de-accion"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>\u00bfPor qu\u00e9 fracasan los programas de cambio? - Action Group, Education &amp; Consulting<\/title>\n<meta name=\"description\" content=\"Qu\u00e9 tema!! 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