Throughout our career we experience changes: changes that we sometimes do not expect or changes that we want. Let's make an academic parenthesis (Idalverto Chiavenato, Human Talent Management. 3rd Edition) and remember that the process of change is made up of three fundamental stages: 1.- Thawing is the initial phase of change in which old women are identified. ideas and practices, understanding the need to change. 2.- Change is the phase in which new ideas and practices are learned and exercised. 3.- Refreezing is the phase where a new pattern of behavior is definitely incorporated.
In a well-known company there was a work team made up of thirteen professionals of excellent technical level, all of their functions had to achieve execution goals in different projects. Each of these professionals yearned for a change, I can randomly mention some: 1.- Be part of the company's fixed payroll, 2.- standardize processes, 3.- document special cases, 4.- expand the functions to show their professional potential, 5.- take on new challenges and responsibilities. They wanted it so much that a process of change began, since due to the disagreements of the team the project goals were not being achievedHowever, the change does not come by accident is the result of bad practices, renewal, recognition, organizational growth, among many other reasons that can be cited.
In the process of change, we are observed, evaluated, valued, weighted, and recognized for our abilities, skills, talents, and even our weaknesses.
In the prestigious company in our case study, once the process of change began, they designed internal execution processes with other units and external processes with the contractor companies that carried out field work, optimized times, optimized invoices were optimized, jobs were resized, new objectives were established and the personnel were studied, in order to assign them functions with which to exploit their professional strengths. Along the way, it was discovered that two of these professionals who carried out monitoring and control had approximately 1200 emails accumulated in their mailbox, so the cases that came into their hands were never resolved; four people on the team were dedicated exclusively to a small project that could be carried by two people,two people leading executions required significant help in administrative control, four other people monitored and controlled executions without effort, because they thought that the workloads between them were poorly distributed, the thirteenth person raised processes and documented.
After a process reengineering and an analysis of work skills, roles and responsibilities were distributed according to the team's expectations, difficult-to-resolve cases were assigned to the two technical experts with the most experience and knowledge, the workload was distributed, and To the team, the people dedicated to the small project, an audit of invoices was carried out and payments were updated guaranteeing the continuity of administrative support, workshops were held on how to use the company's systems to upload incidents, to monitor failures, for administrative updates, Shared disks were created to access information of common interest.
All wishes were fulfilled, but in the process of change we must not forget that we are being observed. The results of the process of change in the organization were satisfactory, the projects showed positive numbers in the executions, there was progress and recognition for the effort of the work team. However, now that the wishes were fulfilled, the disagreements were other: I do not want to upload that information to the systems, now I have more responsibilities and I want an increase, I do not want to learn what my partner does, much less do his job if he leaves vacation.
Let us not forget that we are being observed, the process of change was a success, however, it showed that the work carried out by thirteen people could be carried out by six professionals consolidated in an effective work team. When the problems started again with the work team, the company read the recommendations of the study and measures were taken, this was due to the behavioral rejection of the staff.
So do we really want the changes? Are we willing to participate in the change? Do we want to take on new responsibilities? The correct answer is yes, but our desires must be consistent with our actions.
We have to be willing to learn new processes, to participate, to give ideas and solutions, to collaborate, to be part of a team that has common goals and objectives, let's join efforts and make this line capture a different story, up to that we can change it. Most of the time the changes are bad because we do nothing to see the range of opportunities that they present to us.
If we ask for a change, we have to be willing to change.
