1. Explain the ‘how’ of the change process

In the life of any organization there comes a time when it has to decide to adopt to the demands of the new world by bringing about changes in the different processes at different levels (Jick and Maury, 1993). This change is brought in the internal environment so that the environment can be updated to be well equipped to the needs of the modern times. In the video it can be observed that the management wants bring change in the internal processes of the organization but the employs are always worried about the change and have new excuses to resist the change. The administration thinks about the new regulations that  need to be brought into the organization but the staff is always asking for more details about how is it going to change the way they function. The staff may consider the change process to bring new benefits almost every time the administration announces changes.

  1. Explain the change implementation process.

At the core of the change process is a clear identification of the goals that are intended by the changes that are going to be brought by the process. For this purpose it I important that all the staff that are related to the change are on one page and clear about the goals. Obviously the change implementation process is intended at increased productivity. For this process to be successful, the complacency between the staff members are removed. For the new changes to take place, a need is developed. As I said earlier, the staff is brought on one page about the goals of the change process and the vision by the leadership concerning the change is communicated to them in clear terms. The current standing in respect to the competitors is defined and any obstacles are defined and removed for the change to take place. Short and long term goals are identified and the resistance within the organization is assessed. After this assessment, the resistance is resolved by providing trainings and offering benefits to the staff. The leadership has the most important role in the whole process (Jick and Maury, 1993).

  1. Review common pitfalls of implementation and tactical steps

There are many pitfalls in the implementation and tactical strategies in an organization. The most common ones are the non-cooperation or recalcitrant and baffling between the executive staff of the organization. When the change is seen to be imminent, the traditional mindset of the employs is in action and they start to resist the change by the above pitfalls. The resistance is manifested in many forms including conflicts between the staff, job quitters, decrease in productivity and non-cooperation. The organization can decrease the negative effects as mentioned by introducing the changes in parts instead of a whole at once.

  1. Commandments for Implementing Change

Following are the ten commandments of change (Jick and Maury, 1993):

  1. Analyze organization and the need for change
  2. Creating a vision and a common direction
  3. Separating from the past
  4. Creating a sense of urgency
  5. Supporting a strong leader
  6. Lineup political sponsorship
  7. Craft an implementing plan
  8. Develop enabling structures
  9. Communicate, involve people and be honest.
  10. Reinforce and institutionalize the change

In my opinion, there is a greater need to understand the ten commandment before trying to implement any change. It is said and failing to plan is planning to fail. This is true in this case. There must be a proper planning and understanding of the change implementation process. The leaders must be hones in communicating the details of the change process throughout the organization. The change process should be institutionalized in such a manner that it is not seen as something unduly forced but as a real need for the organizational progress.