In the beginning or awareness stage of change management, the requirement for change is recognized by an individual or a group. There might be a specific issue or a performance gap, or there might simply be the nagging feeling that something isn’t quite right.

Regardless of how the noted requirement for change originated, a shared recognition that the current system isn’t working or can be improved, develops in the work group.

One passionate individual who sees the need for change can influence and educate an entire work group.

In fact, during the initiation phase, the initiators of the change management must build alliances with coworkers and obtain the support of senior managers if the changes they desire have any chance of success.

Often a restricted number of people are engaged at this point. These people might come from any level of the agency. Higher level managers are usually involved in problems such as major capital decisions. Others may recommend change through such avenues as suggestion programs, department meetings, and discussions with peers, supervisors, or reporting staff members.

In the awareness stage, the decision to change, or almost to explore change management, is made.

Awareness of the need for change can come from several different sources. Sometimes people just realize that there must be a better way to get work done.

Other times, individuals are influenced by outside sources, such as people in other organizations, books, videos, or an article. The competition also drives change initiation.

Specific instances of initiation/awareness sources of information that spark the requirement for change management include:

• Comprehending the fundamental and changing needs and requirements of customers;

• Attending seminars, conferences, meetings, and trade shows to explore possible solutions;
• Talking with vendors or peers in other organizations, and sending away for product information;
• Reading magazine reviews, periodicals, online articles, or industry journals;
• Making field trips to visit other companies and agencies;
• Recognizing that a current system isn’t working; and
• Analyzing changes in the atmosphere in which you make products, sell to customers, or react to competitors.

Develop an Organization Culture That Motivates Necessary Change Management

Organizations can motivate employees to recognize the need for change in many ways. The organization’s culture supports employees’ efforts to launch and initiate change in both subtle and straightforward ways.

The following activities promote awareness of the requirement for change.

• Reward and motivate idea generating and experimenting to decrease resistance to change typified by attitudes like, “don’t rock the boat” and “we tried that already and it didn’t work.”
• Encourage risk-taking and experimentation by diminishing unwritten, negative organizational norms such as, “failure will be punished.”
• Give consistent access for employees to customers, suppliers, and competitors.

• Encourage attendance at seminars, conferences, and trade shows, by providing financial support and assistance.
• Motivate participation in industry groups and professional associations by paying dues and providing time to attend.
• Execute suggestion programs and other similar systems that encourage employee ideation.
• Subscribe to industry journals and trade magazine online and offline. Ensure broad distribution through the company library.
• Make positive performance evaluations, salary increases, promotions, feedback, and recognition dependent on progress and contribution whenever possible.
• Focus the agency on a shared, clearly understood mission such as quality or customer to focus on and encourage positive change.
• Build management development, recruiting and employee selection, and employee performance improvement plans to support the desired characteristics you seek in employees.

During the starting phase of change, education, sharing information, and what is rewarded and recognized in an organization’s culture play a huge role in whether the change will be effectively implemented. The agency’s readiness for change and the change management skills of the initiators also will impact the success of the change.