7 - Indira Gandhi Centre for Atomic Research

9. Change happens only through people, the emotional effects of change on educators
need to be considered and understood by all involved in the change process.
10. Be prepared for "implementation dip." Experts note that things often get worse
temporarily before improvement begins to appear.
11. Help others in developing an "intellectual understanding" of the new practices.
While the outcomes are important to assess, people also need to understand the
underlying meanings and functions of the practices.
12. Seek out "paradigm shifters" and "idea champions" who are interested in making
substantial changes in practice.
13. Take the long view; realize that change takes time and should not be forced to
occur too quickly
7. Good Practices
Change can be managed better if the following set of measures are adopted and
implemented.
• Planning a long-term, sound, strategic vision. Here, the focus should be on detail
for establishing and measuring delivery of immediate actions, not medium-to-longterm
plans.
• Establishing communicating methods, this enables immediate review and decisionmaking.
• Empowering decision making at a local operating level.
• Encouraging, enabling and developing capable people to be active in other areas of
the organization via 'virtual teams' and 'matrix management'.
• Adjusting recruitment, training and development to accelerate the development of
people who contribute positively to a culture of empowered dynamism.
8. Conclusion
The concept of change management can be understood and its relevance has been proved
for managing the “transit of traditional paper-library to digital-library”. The underlying
principle is to involve and agree support from people within system (system =
environment, processes, culture, relationships, behaviors, etc., whether personal or
organizational). The key lies in communication, enabling and facilitating involvement
from people, as early and openly and as fully as is possible.
References
1. The Planning of Change (2nd Edition). Warren G. Bennis, Kenneth D. Benne, and Robert
Chin (Eds.). Holt, Rinehart and Winston, New York: 1969.
2. Human Problem Solving. Allen Newell and Herbert A. Simon. Prentice-Hall, Englewood
Cliffs: 1972.
3. Organizations in Action. James D. Thompson. McGraw-Hill, New York: 1967.
4. http://home.att.net/~nickols/change.htm, accessed on 25.05.05
5. http://www.businessballs.com/changemanagement.htm, accessed on 01.05.05
6. http://www.themanager.org/Knowledgebase/Management/Change.htm, accessed on 05.06.05
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