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What if the staff who are affected by change decide how the change should be implemented and communicated?

Organisational change is an inevitable component of growing and sustaining a business, but it often leads to unease if managed incorrectly. Within an organisation this unease can result in retaliatory behaviours from staff who feel that change is happening to them, which increases the operational risk for the firm. Conversely, where staff are involved in the change, and drive it forward, commitment behaviours are more pronounced.

Change is often driven by strategy, and as such the change initiation is top-down. Generally however, those who are most affected by the change, who understand what impact the change is going to have, are the practioners, rather than the strategic management. The resultant impression is that change is being enforced, rather than egalitarian, which reduces the acceptance of change and increases the likelihood of resistance, and ultimately change failure.