Managing and Maintaining Change Change itself is the only constant for organizations hoping to have a complete life. Although small changes occur regularly, sometimes a total transformation or quantum evolutionary leap becomes necessary. Without the full support of staff and management, such fundamental changes are challenging, perhaps even impossible to successfully orchestrate. Part of getting that support lies in managing change effectively. Random change cannot generate trust, but directional, managed change that follows a logical progression moves the entire organization forward. The process outlined in John Kotter's 1996 Harvard Business School Press book, "Leading Change," lays out an eight-step program for directional evolution. of organizations. This article builds on Kotter's foundation with the Method Frameworks system to develop a program for successful, lasting change with minimal upheaval. One of the biggest challenges with transformative alterations is that organizations, while inherently in need of change, also inherently resist it. The people who make up such an organization tend to prefer familiarity and stability; making the shift to an entirely new paradigm requires more effort than staying the current course. Even motivated staff can find themselves on uncertain footing when radical changes impact the stability of their organization. New ways of thinking, new skills and new routines take time to instill. Metamorphosis is a potentially uncomfortable process. Four elements determine how successfully radical change is implemented: How those leading the changes convey the goals and vision behind those changes to the rest of the organizational structure. The entire organization… at the heart of the charter… to ensure it continues to meet the organization's purposes. The leadership team also needs to be periodically reviewed to keep its feedback fresh and connected to the organizational structure. Make progress itself part of your vision. By embedding change itself into the fabric of your organization, you embrace the opportunity to build on your successes. Staff members understand that with effort they can make a change to their position within the organization, giving them the impetus to strive for more. As valued members of your change coalition move on or retire, as they inevitably will, add new perspectives to the team. Change is inevitable, but the difference between direct, effective change and random change is like the difference between a rock wall and a landslide. . Both involve moving mountains, but only one guarantees lasting safety.