People do not like change. Comfortable routines have to be altered and there is no guarantee at the outset that the new system will work as well as, let alone better than, the old one. When change is in the air, many members of the organisation can be seen to go about muttering that it was good enough for them, so why should it need to be changed now?

The first lessons in implementing change are thus as follows

• Change should never be for change's sake.
• Good communication is essential from the outset; do not let rumours take over
• Create an awareness of the need for change; let the doubting members see the problems of the existing system and encourage them to call for changes themselves.
• Nominate one person or a group of people to the initiating role and be prepared to accept their amendments to the change to be introduced in the light of their experience
• The change should be regarded as the idea of the whole department or team if it is to succeed; do not except to receive praise for all the effort alone. If people do not align with the change, they will not support it.
• Be prepared to accept something that is a little less than perfect if it means it will work and have the support of the team (effectiveness = change x likelihood of success).
• Remember that it will be a slow process to introduce complete change; be prepared to accept phasing if it will mean effective change.
• On the other hand, do not allow the necessary changes to disappear under a bed of lethargy.

Disclaimer: This is not advice. Items herein are general comments only and do not constitute or convey advice per se. The information contained in this article is for guidance only and should not be relied upon without obtaining professional advice having regard to your specific circumstances.