Often, developing a change strategy is the easier part of managing change. It is when we start implementing change, when we start trying to change the status quo that people are used to, that things can get difficult.
It is also the stage when events can take over and the team leading the change can suddenly find that instead of them managing the changes, the changes and unforeseen events are managing them.
One manager described it to us as "it feels like trying to juggle a number of balls, with new balls suddenly appearing and the floor moving". We found that apt and have built this section around a model of managing four balls of implementation:
- Gaining and maintaining support from key stakeholders and senior managers
- Managing the project elements - the plans and activities
- Handling peoples reactions to the changes
- Managing the stresses and pressures upon oneself.