Problems of carrying out strategic changes in organizations. Problems of carrying out strategic changes Analysis of the reasons for the change

The implementation of a strategy itself involves a number of changes, without which even the most well-developed strategy may fail. It is safe to say that strategic change is the key to strategy implementation. Carrying out in the organization strategic changes– this is a very difficult task. First of all, the difficulties in solving this problem are determined by the fact that any change certainly meets resistance, which can be so strong that those who carry out the changes cannot overcome it. Therefore, in order to make strategic changes, it is important, at a minimum:

• uncover, analyze and predict what resistance the planned change may encounter;
• reduce this resistance to the minimum possible;
• establish the status quo of this new state.

Response to strategic change

The bearers of resistance, just like the bearers of change, are people. We can say that people are not afraid of change, they can be afraid of being changed. A person is afraid that organizational changes will affect his work, his position in the organization, or the existing status quo. Based on this, they try to interfere with changes in order not to get into a situation that is not entirely clear and new to them, in which people will have to do a lot of things differently from what they are already used to doing, and do something different from what they previously did.

Attitude to change is usually considered as a combination of factor states (Fig. 1):

1. acceptance or non-acceptance of the change;
2. open or hidden demonstration of attitude towards change.

Rice. 1. Matrix “change - resistance”

The head of the organization, in conversations, interviews, questionnaires and other forms of information collection, should try to understand what type of reaction to change is observed in the organization, which of the employees can take the position of a supporter of the changes, and who will end up in the remaining positions. Such forecasts are especially relevant in large organizations and in organizations that have existed without changes for a long period of time, since in such organizations resistance to change can become quite strong.

Reducing resistance to change

Reducing resistance to strategic change is key role when making changes. Analyzing possible forces of resistance helps to identify those individual members or those groups in the organization who will resist the change, and to understand the motives for rejecting the change. In order to reduce potential resistance, it is necessary to unite people into creative groups that will facilitate the change, involve a large number of employees in the development of a behavioral change program, and conduct explanatory work among employees aimed at convincing them of the need for changes to solve the problems facing the organization .

The success of a change is determined by how management implements it. The manager must remember that when implementing a change, he should demonstrate high confidence in its necessity and correctness and try, if possible, to be consistent in implementing the change program. At the same time, the manager must always remember that as the change is implemented, people's positions may change; one should not pay attention to minor resistance to change and treat normally people who previously resisted the change and then stopped this resistance.

The style of implementing the change has a significant influence on the extent to which a manager can eliminate resistance to change. When eliminating resistance, a leader can be tough and unyielding, or he can be flexible. It is generally accepted that the authoritarian style is useful only in specific situations that require the rapid elimination of resistance when making important changes. For the most part, a more acceptable style is one in which the leader reduces resistance to change by winning over those who were initially opposed to the change. Quite successful in this regard is the participatory leadership style, in which many members of the organization can be involved in resolving issues.

Conflicts during strategic change

When resolving conflicts that arise in an organization during a change, a manager can use different leadership styles. The most popular styles are:

• competitive style, which emphasizes strength, persistence, assertion of rights, and assumes that conflict resolution implies the presence of a winner and a loser;
• a style of self-withdrawal, which manifests itself in the fact that the leader is characterized by low persistence and does not strive to find ways to cooperate with dissenting members of the organization;
• a style of compromise, which involves the leader’s moderate insistence on implementing his approach to resolving the conflict and at the same time the leader’s moderate desire for cooperation with those who resist;
• style of adaptation, which is expressed in the desire of the leader to establish cooperation in resolving the conflict while at the same time weakly insisting on his acceptance of the proposed decisions;
• a collaborative style, which is characterized by the fact that the leader strives both to implement his approach to change and to establish cooperation with dissenting members of the organization.

It is clear to say that any of the listed styles is more acceptable in a conflict situation, and some less so. Everything is determined by the situation and what change is being made, what problems are being solved and what forces are resisting. It is also necessary to take into account the nature of the conflict.

Let us note that conflicts do not always have only a negative, destructive nature. Every conflict has both a negative and a positive beginning. When the negative principle predominates, the conflict is destructive in nature, and in this case, any style that is able to prevent the destructiveness of the conflict is applicable. If conflict leads to positive outcomes, then a style of resolving change-related conflicts should be used that promotes a wide range of positive change outcomes.

Changes must necessarily end with the establishment of a new status quo in the organization. It is quite important not only to eliminate resistance to strategic changes, but also to ensure that the new state of affairs for the organization is not just formally established, but becomes accepted by all members of the organization.

Conclusion

So, management should not be mistaken and replace reality with new formally established structures or norms of relations in the organization. If the actions to carry out the change did not lead to the emergence of a new stable status quo, then, therefore, the change cannot be considered completed and it is necessary to continue working on its implementation until the moment when the old situation is truly replaced by a new one in the organization.

The implementation process is the strategy itself, and not a certain sequence of actions that characterizes the implementation of a particular activity, which is due to the following characteristics:

• 1) a long-term systemic process affecting the entire organization and the interests of many people;
• 2) choosing an option from various alternatives;
• 3) operating procedures for mild, uncertain problems.

The implementation of the organization's strategy is aimed at solving three tasks:

• 1. Establishing priorities among administrative tasks so that their relative importance corresponds to the strategy that the organization will pursue. This applies to tasks such as allocating resources, establishing organizational relationships, creating auxiliary systems and so on.
• 2. Establishing a correspondence between the chosen strategy and internal organizational processes in order to orient the organization’s activities towards the implementation of the chosen strategy. Compliance must be achieved according to the following characteristics organizations: structure, motivation and incentive system, norms and rules of behavior, values ​​and beliefs, convictions, qualifications of employees and managers, etc.
• 3. Selecting and aligning the leadership style and approach to managing the organization with the strategy being implemented.

The listed tasks are solved with the help of change, which is actually the basis for implementing the strategy. That is why the change that is carried out in the process of executing a strategy is called strategic change.

There is no single, universal strategy for change, although we often hear about successes Russian managers, working both in business and in the field government controlled who quickly implement large-scale changes (for example, privatization) without taking into account the knowledge and experience or even the work of the people affected by such changes. This approach can be useful for a very short time, and prolonging it for a longer period often leads to significant costs rather than positive changes that improve the efficiency of organizational processes. When defining a change strategy, it is important to remember that the manager has a choice. The main parameter used when choosing a strategy is the speed of change. This approach to choosing a strategy is called the “strategic continuum.” It will be discussed below. Ideally effective management strategic change must be implemented as part of an overall change strategy.

The whole variety of change strategies can be combined into five groups (of course, some intermediate, hybrid forms of strategies are possible). In table 7 next to each strategy briefly describes the approach used and the ways in which this change can be implemented.

Table 7 - Strategies organizational changes(according to K. Thorley and H. Wirdenius)

When using directive strategy decision-making remains with the manager (project leader), who implements the changes without deviating from the originally developed plan, and the people involved in the changes are forced to come to terms with the fact of its implementation. Changes in this case must be carried out in a short time: this reduces the efficiency of using any other resources. This type of strategy for its implementation requires high authority of the manager, developed leadership skills, focus on the task, the availability of all the necessary information and the ability to overcome and suppress resistance to change. The application is advisable in conditions of crisis and the threat of bankruptcy, when the organization is in a situation of hopelessness, and its managers have severely limited opportunities for maneuver and alternatives to choosing a course of action.

Harvard Business School professor Rosabeth Moss Kantor offers the following humorous rules for a manager who uses a directive strategy. But the humorous tone does not hide the seriousness of the problem. Unfortunately, there are many managers who consider the directive strategy to be the only possible one and use it even when routine changes are necessary.

“Rules” for making changes(rules of action to stop innovation):

• Consider any new idea from below with suspicion - because it is new, and because this is a view from below. You must insist that people who need your support to implement their ideas first go through several other levels of management to collect signatures from them. Encourage departmental or individual employees to critique each other's proposals. This will save you from having to make the decision yourself. You will simply choose the one who survived the given criticism.
• Be open with criticism and don't be too quick to praise. This will make people tiptoe around. Let them know that you can fire them at any time.
• Treat the discovery of problems as a failure to discourage people from letting you know that something is wrong with them.
• Monitor everything carefully. Make sure employees count everything they can count.
• Make decisions about reorganization or changes in policy direction in secret and also inform employees about it in secret. This will make them tiptoe around.
• Make sure that requests for information are always justified and that it is not easily obtained by managers. You don't want the information to fall into the wrong hands, do you?
• Make lower-level managers, under the banner of delegation and participation in decision-making, responsible for demoting, firing, reassigning, and other threatening decisions you make, and make them do it very quickly.

And most importantly, never forget that you are the most important and know everything important about the matter.

These rules arose from detailed study R. Kantor 115 innovations carried out, in her words, by “masters of change” - the largest corporations with a high reputation for progressive use policies human resources such as General Electric, General Motors, Honeywell, Polaroid and Wang Laboratories.

Applying negotiation strategy The manager is still the initiator of the change, but is now willing to negotiate with other groups to implement the change and, if necessary, make concessions. Negotiation strategies take extra time to implement - the outcome of negotiations with other stakeholders is difficult to predict because it is difficult to fully determine in advance what concessions will need to be made.

Using normative strategy (“hearts and minds”) An attempt is made to expand the scope of normal change activities, namely, in addition to obtaining the consent of employees for certain changes, to obtain in them a sense of responsibility for implementing changes and achieving the overall goals of the organization. This is why this strategy is sometimes called “hearts and minds.”

Application analytical strategy involves bringing in technical experts to study a specific change problem. For this purpose, a team of specialists is formed, including experts from leading departments or external consultants, working under strict guidance. Typically the approach is implemented under the strict guidance of a manager. The result is obtaining optimal solutions from a technical point of view, while the problems of employees are not particularly taken into account.

Action-oriented strategies, in its content is close to the analytical strategy and differs from it in two ways: the problem is not so precisely defined; employees involved in changes form a group that is not influenced by the manager strong influence. Such a group tests a range of approaches to solving a problem and learns from its mistakes.

There is a group of factors that influence the choice of strategy:

• The degree and type of expected resistance. The greater the resistance exhibited, the more difficult it will be to overcome it and the more the manager will have to “move” to the right of the continuum to find ways to reduce resistance.
• The breadth of powers of the change initiator. The less power the initiator has in relation to others, the more the change initiator manager needs to move to the right along the continuum, and vice versa.
• The amount of information required. If planning and implementing change requires a significant amount of information and a responsible attitude of employees, the initiator of change should move to the right when choosing a strategy.
• Risk factors. The greater the real probability of risk to the functioning of the organization and its survival (provided that this situation will not be changed), the more it is necessary to “move” along the continuum to the left.

Let's look at five basic principles for managing change:

• 1. Change methods and processes must be aligned with the organization's normal activities and management processes. Competition for limited resources is likely: activities individual employees can be used both for planning changes and for carrying out current affairs. This problem becomes especially acute and sensitive in organizations where major changes are taking place, for example in mass production, when the transition to a new product or technology requires significant reorganization of production processes and workshops, and the question is primarily how to achieve this without significant losses in production and productivity.
• 2. Management should determine which specific activities, to what extent and in what form it should directly participate. The main criterion is the complexity of the actions performed and their importance for the organization. In large organizations, senior managers cannot be involved in all changes themselves, but some of them must be led personally or find an appropriate way, explicit or symbolic, to provide and demonstrate management support. Messages of encouragement from management are an important motivator for change.
• 3. Need to agree with each other various processes restructuring of the organization. This may be easy in a small or simple organization, but in a large and complex one it can be quite difficult. Often different departments work on similar issues (for example, implementation new technology information processing). They may come up with proposals that do not fit into management's overall policies and standard practices, or they may make excessive demands on resources. It may also happen that one of the departments has developed important proposals and the others must be persuaded to accept them, and for this to be abandoned existing system or your suggestions. In such situations, senior management must intervene with tact.
• 4. Change management includes various aspects - technological, structural, methodological, human, psychological, political, financial and others. This is perhaps the biggest challenge to management's responsibilities, as the process involves specialists who often try to impose their limited view on a complex and multifaceted problem.
• 5. Change management involves decisions about different approaches and interventions to help get things started, get things done systematically, deal with resistance, gain support, and make the changes needed.

In organizational practice, in order to restructure, one has to reconsider organizational structure for a number of specific reasons:

• - the usual organizational structure can be completely focused on the current management of business and is not designed for any additional tasks for technical reasons or due to high workload;
• - the existing structure, very importantly, may have deep-seated inflexibility, conservatism and resistance to change, and it will be unrealistic to expect it to be able to initiate and manage change;
• - in some cases it is desirable to implement changes in stages or to test them on a limited scale before making a final decision;
• - change may begin spontaneously in one part of the organization, and management may decide to support it but expand it gradually.

There are several forms of systems for implementing change in an organization:

• - special projects and assignments;
• - target and working groups;
• - experiment;
• - demonstration projects;
• - new organizational units;
• - new forms of labor organization.

Special projects and assignments are a very common form of change. An individual or unit within an existing structure is given an additional special assignment of a temporary nature. Additional resources are allocated for this, but basically it is necessary to use what is already in the existing structure. To mobilize resources and make decisions that go beyond his competence, the project manager or coordinator must, of course, contact the general manager who appointed him. This is actually a transitional system between a regular and a special structure.

Often used as temporary structures target groups. They are used either at one stage of the process or throughout the process to plan and coordinate it.

The selection of temporary team members is extremely important. They must have the ability and desire to do something about the problem at the center of change, and have the time to participate in the group. Task forces often fail because they are made up of extremely busy people who prioritize current affairs over planning for future changes.

The duration of the group must also be specific. You can use a “sunset calendar,” that is, determine the point in time when it will cease to exist unless management decides to extend it. This will prevent the group from slowly disintegrating as more and more members fail to attend meetings.

The group may have one member who schedules and prepares meetings. This is not the leader of the group, he only starts its work. The group may decide that they do not need a permanent leader, and the function we are talking about may move from one member to another.

To the extent possible, the expected outcome of the group's work should be defined. It must be directly related to the problem and measurable.

The validity of restructuring measures can be verified on a limited scale experiment, for example, in one or two organizational units and for a limited period of time, say a few months. For example: flexible working hours or new system awards can first be tested in individual departments and workshops.

A true experiment includes pre- and post-test controls. Two (or more) divisions or groups with similar or very similar characteristics are used.

Data is collected from both groups, then changes are made in one (experimental group), while in the other everything remains as it was (control group). After this, further observations or data collection are carried out. Data collected before and after changes in both groups are compared.

Demonstration projects used to test on a limited scale whether new scheme, including significant technological, organizational or social change and, as a rule, requiring large financial costs, or, before introducing it on a larger scale, adjustments are necessary. A properly prepared and controlled demonstration project will usually provide great experience and thus minimize the risk associated with the introduction of an important new scheme.

When evaluating demonstration projects, certain errors are common. To demonstrate that the proposed changes are justified and possible, management usually devotes time to a demonstration project. Special attention(for example, attracting the best employees to it or strengthening leadership and control). Thus, it is performed not under ordinary, but under exceptionally favorable conditions. In addition, it is assumed that these conditions can be reproduced on a larger scale. This is often not possible for a number of reasons. Thus, when evaluating a demonstration project, one should impartially consider the conditions under which it was carried out.

New organizational units often created when management has decided to pursue change (for example, develop a methodology and begin providing marketing services) and has decided that appropriate resources and funds should be committed to its implementation from the outset. This usually happens if the need for change is well documented, and its importance justifies the underutilization of resources, which may well happen in initial period after the organization of the unit.

New forms of labor organization include people involved in reorganizing and restructuring their work. An outside consultant, manager, or lay person can act as a catalyst, but it is up to the group itself to decide what kind of organizational structure it wants. This approach emphasizes the importance of group work over individual work and places greater responsibility on the group, reducing the need for traditional active supervision.

Typically, change involves the introduction of new ways of working and new people, which directly affects the organization's staff. To successfully manage change, the key is to understand the consequences of implementing changes for all participants in the process. Emerging in connection with this Problems may manifest themselves in different ways, but mainly they are found in several aspects presented in table. 1.
Table 1
Classification of problems arising in the process of managing organizational change


Each of these problems is both independent and at the same time closely related to the others.
Considering change management in a narrow sense, i.e. how to control factors influencing the deviation of the system from given course, the main attention should be paid to the phenomenon of resistance to change, considered by many researchers as the main one among the problems that arise in the process of managing organizational change.
After the implementation of planned measures to implement changes, there is an inevitable gap in the company’s performance indicators; changes do not immediately lead to desired results; a movement arises in the organization to return to the previous position.
It is worth noting that conflict-free implementation of changes in conditions of cooperation of the entire team is the exception rather than the rule. This is due to the fact that changes are assessed differently by both the top management of the enterprise and employees. Resistance to change can vary in strength and intensity.
The bearers of resistance, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. the existing status quo. Therefore, they strive to prevent changes so as not to find themselves in a new situation that is not entirely clear to them, in which they will have to do many things differently from what they are already used to doing, and do something different from what they did before.
Attitude to change can be considered as a combination of states of two factors:
1) acceptance or non-acceptance of the change;
2) open or hidden demonstration of attitude towards change (Fig. 2).

Rice. 2. Matrix “change - resistance”
The management of the organization, based on conversations, interviews, questionnaires and other forms of information collection, must find out what type of reaction to changes will be observed in the organization, which employees will take the position of supporters of the changes, and who will find themselves in one of the three remaining positions. This type of forecast is especially relevant in large organizations and in those that have existed without changes for a fairly long period of time, since in these organizations resistance to change can be quite strong and widespread.
The above issues can be summarized into the following guidelines for planning and implementing change management strategies1:
1. Achieving sustainable change requires a high degree of employee commitment and vision-based leadership from management.
2. It is necessary to understand the culture of the organization and the levers of change that will be effective in this culture. Managers at all levels must have the right temperament and leadership skills to suit the organization's circumstances and change strategies.
3. It is important to create a work environment that leads to change - this means developing the company as a learning organization.
4. Commitment to change increases if the people involved in the change have the opportunity to fully participate in the planning and implementation of plans.
5. The reward system should stimulate innovation and record success in achieving change.
6. Change strategies must be adaptive, as the ability to quickly respond to new situations and demands that will inevitably arise is vital.
7. Along with success, change will inevitably involve failure. It is necessary to expect possible failures and learn from mistakes.
8. Clear evidence and data about the need for change is a powerful tool to start the process, but identifying the need for change is still easier than making decisions to meet that need.
9. The focus should be on changing behavior rather than trying to impose corporate values.
10. It is easier to change behavior by changing processes, structures and systems than by changing attitudes.
11. It is necessary to predict problems in the implementation process.
12. Resistance to change is inevitable if employees feel that the changes will obviously or implicitly make them worse off. Poor change management can trigger this type of reaction. The change must result in the establishment of a new status quo in the organization. It is important not only to eliminate resistance to change, but also to ensure that the new state of affairs in the organization is not just formally established, but is accepted by members of the organization and becomes a reality. Therefore, management should not be mistaken and confuse reality with formally established new structures or norms of relations. If the actions to implement the change did not lead to the emergence of a new stable status quo, then the change cannot be considered complete and work on its implementation should continue until the old situation is replaced with a new one in the organization.
Summary
Traditionally, strategic change has been conceptualized as an infrequent, sometimes one-time, large-scale change. However, in Lately The strategic development of an organization is viewed more as a continuous evolutionary process in which one strategic change creates the need for other changes.
In a complex dynamic world that is changing ever faster, in order to have time to react to changes, it is necessary to “run even faster.” To adapt to new market conditions better than your competitors, you should constantly modify. An organization's ability to change determines its success. Therefore, we can say that strategic changes lay the foundation for future success.
Strategic changes, if carried out correctly, are systemic in nature, affecting all aspects of the organization. However, we can distinguish two sections of the organization that are the main ones when carrying out strategic changes. The first slice is the organizational structure, the second is the organizational culture.

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Depending on the state of those defining the need and degree of changes in the main characteristics of the organization, goods and markets, five are quite stable and characterized by a certain completeness types of changes:

1. Organization restructuring, which involves a fundamental change in the organization, affecting its mission and organizational structure. This type of change is carried out when the organization changes its strategic business area and, accordingly, the product and market change.

2. Radical transformation organization is carried out at the stage of strategy implementation in the event that the organization does not change the scope of its activities, but radical changes occur in it caused, for example, by its merger with a similar organization.

3. Moderate conversion is carried out when an organization enters the market with a new product and tries to attract the attention of consumers to it.

4. Normal changes are mainly associated with carrying out transformations in the field of marketing activities in order to maintain interest in the goods produced by the organization.

5. Consistent functioning organization occurs when it purposefully implements the same strategy.

The difficulty of implementing change in an organization is due to the fact that any change encounters resistance, sometimes so strong that it cannot be overcome by those who carry out the change.

In order to make a change, you must do the following:

1. uncover, analyze and predict what resistance the planned change may encounter;

2. reduce resistance (potential and real) to the minimum possible;

3. establish the status quo of a new state.

Attitude to change can be considered as a combination of states of two factors:

1. acceptance or non-acceptance of the change;

2. open or hidden demonstration of attitude towards change.

Among the participants in the changes, four categories of persons can be distinguished, the number of which fits into the normal distribution. Active supporters of change- these are people who are not satisfied with the existing order, are aware of the need for changes and are ready to make significant efforts to implement them. They not only agree with change, but are convinced of the need for change and energetically help make change happen.

Passive promoters of change- these are people who, although they understand that changes are needed, are not ready for active action, they have much less will to implement changes.

Passive opponents of change- these are people who do not want changes to come true. They may verbally agree with the need for change, but in reality they cannot be counted on.

Active opponents of change- these are people who know well why they are against change and actively oppose it.

Active supporters and opponents, as a rule, are leaders, followed by a passive part of people.

Management, based on conversations, interviews, questionnaires and other forms of information collection, must find out what type of reaction to change will be observed in the organization.

Managers must remember that when implementing change, they must demonstrate a high level of confidence in its validity and necessity, and try to be as consistent as possible in implementing the change program. Great value in this case has full information, constantly communicated to employees of the organization.

Big influence Managing resistance is influenced by the style of change.

The autocratic style can only be effective in very specific situations that require the immediate elimination of resistance to very important changes. In most cases, a style in which management reduces resistance by winning over those who were initially opposed to resistance is considered more acceptable.

There are four methods of carrying out transformations in an enterprise: forced, adaptive, crisis, and resistance management.

Forced method Carrying out organizational change involves using force to overcome resistance. This process is expensive and undesirable socially, but providing advantages in strategic response time. Used in conditions acute shortage time.

The greatest difficulties in using this method are the following:

• The lack of a basis before the start of the change process that would ensure its implementation.
• Failure to anticipate the sources and strength of resistance.
• Failure to address the root cause of resistance.
• Premature structural changes.

To increase the effectiveness of forced change, it is necessary to analyze the mood of the staff and identify potential sources of resistance or, conversely, support.

Method of adaptive changes is that strategic change occurs through gradual, minor changes over a long period. Conflicts are resolved through compromises and personnel changes in management.

This method makes it possible to implement changes in conditions where supporters of change do not have administrative power, but there is a strong motivation to introduce innovations, and an appropriate way of thinking has been formed. Used in conditions of predictable changes in the external environment. This method is ineffective in case of emergency events in the external environment.

Crisis method implemented when the organization is in crisis situation, or changes in the external environment threaten its existence. When a crisis occurs, resistance usually gives way to support. In such a situation, the initial task of top management is not to fight resistance, but to take measures to prevent panic. The first signs of a way out of the crisis are evidenced by the resumption of resistance.

When a crisis is imminent, leaders who recognize it before others can take the following actions:

1. Try to convince of the inevitability of the crisis and take preventive measures.

2. Before the real crisis, create an artificial one by inventing an “external enemy” that threatens the existence of the organization: the behavior of the initiator of an artificial crisis is risky and can have serious ethical consequences, because an artificially created crisis does not necessarily have to turn into a real one. The advantages of this technique are that it significantly reduces resistance, creates support for decisions, and this increases the chances of a successful exit from a real crisis situation.

If coercive and adaptive methods are extreme measures of change, then resistance control method(the “accordion” method) is intermediate and can be implemented within a time frame dictated by the development of events in the external environment. As urgency increases, this method approaches coercive, and as urgency decreases, it approaches an adaptive method of implementing change.

This property is acquired through the use of a phased approach: the planning process is divided into stages; At the end of each stage, a specific implementation program is implemented.

The method is effective in conditions where spontaneous phenomena in the external environment are not isolated, but recurring, and the administration needs to create a permanent management potential of a strategic nature to respond to changes. The disadvantages of this method are that it is more complex than others, requires constant attention from top management, managers involved in the implementation of this method must be able to plan their actions in difficult to predict situations.

The very inappropriate and untimely use of methods to overcome the “resistance phenomenon” can thus cause the failure of strategically important organizational innovations. Therefore, the management of the organization needs to have a tool for adequately assessing the situation and making a choice optimal options in the implementation of organizational innovations in the management system. In this case, two main parameters should be taken into account:

1) time horizon (degree of urgency of organizational innovations, available time resource for them successful implementation);

2) professional, psychological, technical readiness of personnel for strategic important changes in this organization.

To assess the time horizon, qualified forecasts of the development of the situation in and around the organization are required.

When assessing the level of readiness of an organization to master new management technologies, it is necessary to diagnose the characteristics organizational culture, socio-psychological status of personnel, their technical equipment.