Change implementation can be very challenging in a number of ways. It is difficult for the organization in question because change projects are disruptive to the natural flow of business, no matter how well they are run. They are difficult for the employees tasked with running them because the mental activities run counter to the standard expectations in the business environment. They require fundamentally different activities from everyone involved.
One of the more interesting questions that arise when the topic of change implementation comes up is just how much energy will the change team leader put into preparedness. The answer depends somewhat on the person, but for the most part it hinges on how many problems they anticipate.
To cast the question in a different light, assume the person in question is not a civilian tasked with running a change implementation, but senior military officer tasked with keeping a military installation safe. Then the answer to the question of preparedness hinges largely on how likely they find the proposition that the installation will be attacked. If they believe it is likely that the installation will be attacked, they are going to expend a great deal of energy on preparedness.
The lesson to be drawn from this for a manager in charge of a change implementation is that attacks are always guaranteed and always imminent in change situations. The manager must assume that the worst is always around the corner. To do their jobs as effectively as possible, managers in charge of change need to make problem anticipation a priority.
A long-forgotten list of potential issues or a handful of conversations about the list at the beginning of the project are not sufficient. The manager must be engaged in a persistent and active process of evaluating the problems that could affect the change implementation. They need to be working on preparedness the way a military officer would do so when an attack is imminent. To do otherwise is to risk being confronted by an insoluble problem and have no contingency in place to deal with it.
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