Learning in Change Management Projects

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For this reason, companies must continually ask themselves how sensible and effective it is to introduce a new technology or change the organizational structure, for example. If the approach and organization of constant transformations are incorrect, change fatigue or change collapse can quickly occur - according to the motto: "Not something new again." This is associated with risks such as high friction losses due to loss of motivation, employee fluctuation, high levels of sick leave or falling productivity. These factors ultimately also have a financial impact.

However, with the right change strategy and the right learning concept, the risks are significantly minimized. It is important that measures are tailored to the situation and are timed. However, to prevent people from falling into a change collapse in the first place, a number of factors must be taken into account. For example, change and learning motivation. People want to understand why something is changing. Only then can intrinsic motivation develop. This in turn leads to changes being accepted in the bahrain consumer email list first place. It is also important that the strength that employees need for change does not exceed their resources - accordingly, dosing the change with breaks is very important. And of course, every person is different and perceives change more or less strongly. Measures must therefore be tailored to the target group.

The transition from an old to a new state - this is what is generally understood as a change. In order for this change of state to actually take place, every person has to go through a learning process. Learning can therefore be seen as a bridge between the old and the new state.

Change involves a learning process that cannot be viewed in isolation. This process begins with communication at the start of the planned change and ends when the change is complete - if it ever is. Since change is often associated with uncertainty and resistance, it is important to formulate the "why" at the beginning of the change and learning process. As already emphasized, the implementation of the change will run more smoothly from the company's perspective if those affected by the change understand why they should learn something. Only when the "why" has been determined can the "what" come into focus.