With atypical fail rate between 70-80% in tried change projects, few people believe implementing change is a straightforward process. It takes time, money, man hours, and a great deal of work get from an idea to effectively implementing change. Like most processes, there are tools which can be used to facilitate the specified changes. However, the complete process can be made more difficult when folk attempt to use these change tools in a way for which they weren’t intended. Templates are tools that are often subject to this type of misuse in the change process.
The reality concerning templates is they are akind of simple, useful shorthand for bigger and tougher processes. They seem to be a roadmap for the proposed change and, as with any other roadmap, they include major features to the exclusion of substantial detail. When a template is used in this fashion, with the acceptance that it is there to indicate major features, it usually works rather well. Sadly, this is not always the way in which templates are treated while implementing change.
There are those that look at templates as be-all, end-all answers to given problems. They want to treat templates as wizardry wands that can be waved over their present issues to generate success. This demonstrates the misunderstanding of templates and the basic failure to recognize that they’re not complete in nature. It is pretty rarely the case while implementing change a template can be employed in lieu of other kinds of planning. Although it does occur often, it isn’t recommended to say that a given template can or will work in that fashion.
A template is not there to replace the thinking process or the planning process that occurs when implementing change. A template is only there to help to clarify the process for those that are doing the thinking and the planning with the desire of increasing the efficacy of those activities.
For more information, please see our website: Implementing Change
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