Implementation of Change Management.

Change management process involves new learning as well as a paradigm shift from current attitudes, behavior and organizational practices.Occurrence of change is predicated on the existence of motivation to change. This is critical in change process.People are central to organizational changes. Whatever the type of change desired at the end of the day it is the individuals that is the target of change.Desirability of the goals of change however intensive does not preclude the existence of resistance to change.If change must be effective, new behavior, attitudes and organizational practices must be reinforced.

The difference between these paradigms has significant implications for leadership. When leadership thinks of change management as a craft profession, it assumes that all change is driven by individual skills operating in an essentially spontaneous as though each manager and consultant is a crafts person creating a unique product. This increases the doubt and difficulty of change attempts, making them significantly more problematic.

Change management process has consisted of a group of essentially practices such as assessments, training, coaching, executive presentations and similar processes that are designed to the drive a variety of changes in the organization. These are artistic because each practice is developed and deployed by essentially independent practitioners such as managers, trainers, and consultant who work mostly independently or in small groups in highly ways.

Consequently, the effectiveness of most change management work is more a result of the artists' individual capabilities than of a predictable process. Sometimes these artists produce extraordinary results. Sometimes the results are dismal. In all cases, the results are unpredictable, which makes for significant management challenges.