9. Recommendation for improvement

1. Directive support from main project owner (Organizational Leadership)
2. Change should be managed and not left to manage itself
3. Change should be applied radically, quickly, and with consideration of involving in the design and completion of the project all stakeholders.
4. Stakeholders should be sought out precisely by means of process mapping to make sure that no one department or person is left out.
5. Intelligence logs should be kept by each stakeholder that are passed on to the successor when changes to the department occur or layoffs take place.
6. While radical change causes conflict among participants and effected stakeholders, so does the element of time if a project progress is dragged out in consideration to human needs and waiting for responses of all stakeholders. Therefore, if a change project is managed rather than left to randomness, deadlines may be more predictable.
7. Change should be communicated with the most effective relationship-building methods:

                                                               i.      First, if possible, in person

                                                             ii.      Second, if personal is not possible, then by video conference

                                                            iii.      Third, if video conference is not possible then by telephone and in writing.

                                                           iv.      And last, if all other methods above fail, then by email, however with request for a telephone conference call.

8. All organizational change that occurs should be recorded and posted on a change-information bulletin board where people can make suggestions and collaborate one with another to prevent any information falling under the table.
9. Stakeholders should take time to meet and respond to the changes and the learning curve. The element of time can cause many more variables to conflict with initial change project progress and completion. Conflict either way is bad for business and for collaboration.
10. Regular interviews of affected stakeholders in form of intranet surveys, questionnaires, and in person should be held. The results and reactions / responses for change and modifications should be given as feedback to prevent stakeholders from believing that ‘nobody’ cares about their opinion.
11. It could be that stakeholders put up more resistance to conflict than to radical change imposed. If that is true, then multi-methods may best perform in a change project, using primarily a radical change methodology, however try to achieve a participatory environment.
12. A company needs a leader that promotes change and understands all the ramifications of change so he/she can continuously support it, especially during times were the project does not appear to be successful, at least in the eyes of those that normally would rather sabotage the project.
13. Last but not least, change managers appear to be replaced more frequently in the hopes that a project gets managed better by someone else. But those who replace change managers might not understand the nature of the complexities involved in change management. Therefore company-wide change seminar/education should be promoted and performed by the HR department.