Errors in the management of change all leaders should understand.

 Change needs to be coordinated

The process of changing habits that have been firmly rooted in an organization, country or corporate environment is not a simple thing to do. The homo sapien is creature of habit  and change even if there are benefits on the long run, is difficult to implement.
When an entity attempts to go through crucial change there are always pitfalls on the way. The leader of the group, company or country has to be weary of these errors of which he and people will become victims. They seem to be quite simple but when they dog the steps of people vital to the success of planned change, it leads to disaster. The group would be like a train veering off course and it takes quite a lot to get back on track.
1. Complacency: We should never allow too much complacency in the group. Everyone has to be on their toes,keying into the plans for change and driving the activity, making sure that it works the way it was planned. Its important that players in the campaign for change are seen to be doing just that! Changing the way things are done for good.
2. Failure to coordinate and collate the activity of the group is also important. If the group concerned sings the song of change but acts discordantly, their activity will ring like an orchestra that is playing its instruments in disharmony. The sound of the music would be horrid.
3 The vision for change must be clear to all of those who are supposed to carry it out. They must not only know the vision, they should articulate it and live it.
4. If the vision is internalized and acted upon it would not be difficult to communicate to all the people around. IF its under communicated then the people who are supposed to carried along will feign ignorance of what is happening.
5. When you under communicate a new vision, those who should buy into it and indeed those who are supposed to be part of the implementation process would erect obstacles and hindrances, there by trying to frustrate the progress of activity. \
6. The failure to erect milestones or short term wins could also scuttle the whole progress. Change would be resisted midway if people do not have a means to measure the progress of the activity.
7. Its a fundamental error to declare victory too soon. If you are in the habit of hiding behind theories, self created indices and platitudes to measure the effect of change on people around you, then you are asking for trouble.
8. Close to the second point of coordinating the group is the inability to root the message of change into the corporate culture of the entity. If this happens your change would end up in disaster.