Armenakis and Harris (2009), identified 5 key 'beliefs' for successful. These beliefs are impacted by context, content, and desired outcomes of the change.
1. discrepancy - do people believe change is required? (what's your process for investigating this?)
1. discrepancy - do people believe change is required? (what's your process for investigating this?)
2. appropriateness - do people agree that the proposed change has the potential to address the discrepancy? what role did they play in identifying the proposed changes?
efficacy - do the people in organization have the ability to make the change required? it's my experience that even when people agree on discrepancy and appropriateness, they are often skeptical about the collectives' ability to deliver. what's the groups track record?
principal support - do organizational leaders and influencers support the change? will they commit resources to the change initiative? many a change initiative has failed because leaders were not behind it.
valence - 'what's in it for me' (WIIFM). when people do not believe that the change will benefit them, (even if they believe that the change is required and the change is the right one) they find it difficult to engage.
This is why I believe it's essential to make every attempt to involve those who will need to "implement" change, in identifying the changes - whatever approach you take.
