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change management plan

1. How might you account for organizational readiness in your change management plan? What options do you have when the organizational culture is resistant to change, but the client wants to proceed with the change initiative without addressing the culture issues?

2. As a consultant, how do you act as a change agent? What are potential limits to your ability to initiate change?

3. How do you measure the success of a change management plan? What challenges does being a consultant present to measuring the success or failure of a plan's implementation?

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1. How might you account for organizational readiness in your change management plan? What options do you have when the organizational culture is resistant to change, but the client wants to proceed with the change initiative without addressing the culture issues?
There is organization readiness if the employee are expecting change. They want change to take place are willing to take up new positions, are willing to take additional responsibilities, and want to use new technology. On the other hand if people want status quo or are ready to leave if there are organizational changes this indicates that the organization is not ready for change. Another indicator is the behavior of managers/supervisors. If they expect the employees to be good soldiers, support their employees against top management, have a history of reorganizations, are ready to change jobs, and fire people the organization is not ready for change. So, the behavior and the attitude of the supervisors is also important to judge if the organization is ready for a change.
Now if the situation is such that the culture is resistant but the top management wants to proceed with the change. The consultant should proceed with the change but he should explain the reasons for change very carefully. He should explain the reasons to managers in small groups, there should be web-postings, emails, and video/audio conferences. The consultant should explain and persuade the employees ...

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