Wednesday, February 25, 2009


My friend Carl Fisher authors a blog called Reflections. It is a very entertaining blog about his life adventures backpacking, training for another half-marathon, stock market impressions, etc. Because of his blog, I started mine.

He and I recently had a chance to talk and Carl gave me some feedback about my blog. He noted to me that although he enjoyed the writing, it was all about individuals. He suggested I write more about business experiences with Change Management. I initially refuted him arguing that individuals are the ones who make up businesses. Aren’t they? Then I remembered my own advice that I have been providing to customers – ensure that you build formal and informal feedback mechanisms into every change plan.

Whenever change occurs to an individual or an organization, resistance is created. The amount of resistance depends on many factors, but be sure, there is resistance to some degree. An effective change management plan does not eliminate the resistance; the plan effectively manages the resistance. Part of that plan must be feedback.

We can only plan so well based on our experiences and interpretations. We anticipate reactions and plan to manage them. But we don’t know every reaction until it occurs. Effectively establishing feedback channels allows us to receive information about the accuracy of our plans and adjust to the reaction of our business teams (or the opinions of our audience).

In my next blog, I’ll note the primary reasons I have discovered for teams not setting up feedback channels and some of their results. For now, think of each piece of feedback as a chunk of the lottery coming back to you. It helps you grow and serve your audience better.

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