Comment pouvez-vous renforcer les changements souhaités dans votre organisation?

As John Kotter so eloquently stated in his eight steps to leading change, creating a sense of urgency should be the first step. Communicating this urgency and the need for this change will build momentum. Next is to form a guiding coalition of change leaders from across the organization who are empowered to lead this change withing their groups. The third step in Kotter's eight steps to leading change is to define and communicate the vision.

My experience is that if you can genuinely frame the change in continuous improvement you are half way there. Of course, it may not be beneficial for all even if the right change overall. This is where ‘one’ organisation is critical. If there is a reluctance to adjust work practices for corporate benefit, then there is a problem with ‘what’s in it for me’ - individualism - taking over from the organisation’s success as a whole. What is the narrative around what it means to be part of an organisation?

Absolutely this. Be clear, don't tell the impacted stakeholders what they want to hear, tell them what's happening. I've worked in too many organisations that diluted the message to appease the masses that the actual content was unclear. Clarity and the opportunity to feed back will drive greater adoption

I have some change experiences. all things that was mentioned here are essential. But important thing for every changes is leadership style. In my opinion effective leaders can achieve change aims, because they are able to inspire team members, define clear objectives for them and make enough stress. Making balance in 3 factors is an art of leaders for achieving aims of change.

A company decided to implement a new performance management system to improve employee retention rates. The HR team responsible for the change initiative set up regular check-ins with managers, established performance metrics. After a few months of implementation, the HR team noticed that there was a significant increase in employee turnover rates, which was not the desired outcome. Upon further investigation, they discovered that many employees were not receiving feedback which was the cause of the high turnover. From this we learned that choosing the right metrics is essential to measure progress.

Remind stakeholders about the project, the need and the "why". Discuss the positives from the project and highlight some lessons learnt where its gone sideways. Treat the stakeholders as though they are part of the project. Update on timelines, successes and failures. Where it is a larger change, communicate regularly, in similar formats, and ask for feedback on messaging. Make the respondents feel empowered

In a healthcare organization, a CM lead was responsible for implementing a new IT system to streamline processes. Recognizing the importance of leading by example, the lead fully immersed themselves in learning about the new system and its benefits. They actively embraced the new technology and practices, demonstrating their commitment to the change. Through effective communication, they shared the advantages of the new system and addressed any concerns or questions from the staff. The lead's dedication and passion inspired the staff to embrace the change, resulting in an improved patient experience.

One thing I find useful is to work *with* your stakeholder, don't force a change upon them, work to ensure it aligns with their goals or drives ease in their work. The change cycle is not easy, and there are always stakeholder who won't want to change, but working with them will reduce the negativity and drive greater adoption