Top 10 Principles of Managing Organizational Change

1. The critical issue is that a proposed change’s direct and indirect effects on the control of hazards should be identified and assessed.
2. Due to the greater potential consequences of an accident, major accident hazard sites should aim for greater reliability in their planning and decision-making.
3. Avoid too many simultaneous changes, which may result in inadequate attention to some or all—phase changes whenever possible.
4. Organizational change should be planned thoroughly, systematically, and realistically, similar to the processes for managing plant change.
5. Two (2) aspects of the change need risk assessment:
   1. risks and opportunities resulting from the change (where you want to get to), and
   2. risks arising from the process of change (how you get there).
6. Consult with staff (including contractors) before, during, and after the change—don’t overlook serious issues hidden among all the natural concerns.
7. Ensure all essential tasks and responsibilities are identified and transferred to the new organization.
8. Provide training and experienced support/supervision for staff with new or changed roles.
9. Consider reviews of plans and assessments by independent internal or external experts – be prepared to face challenges.
10. Remember that change can happen even to apparently static organizations, e.g., the effects of an aging workforce.

Source: https://www.hse.gov.uk/humanfactors/topics/orgchange.htm