The process of organizational change is complex. A number of associated factors have the ability to impact an organization�s overall ability to successfully evolve. Improper development, management, and monitoring can result in the change-process spinning out of control and creating chaos. In the center of this storm, it is the leader who must then wrestle control of events and restore order.

As individuals are making the shift from a management to leadership style, the entire workplace is being buffeted by change. The leader is no longer controlling the employee�s actions, but guiding and directing them through involvement and empowerment. Properly executed, this should be a smooth transition. However, ill-conceived plans implemented by poorly prepared leaders and employees can turn the entire process into chaos.

Most organizational changes do not transpire quickly. Typically, organizations and leaders both evolve together as they transition from one style of management to the other. Leaders grow through the persistent application of leadership ideas and concepts, as well as development of their skills. The process is without an ending point, and continually moves forward over time.

Leaders who find themselves in the midst of a process that has swirled out of control, must not be swept away by the tide of events and circumstances. If they are, they will give up the ability to remain detached and view what is happening objectively.

This can be challenging, as they must regain control while dealing with the daily demands and pressures of the job. Because of this they must understand that they are staring down a complex and often daunting task. For the leader in these circumstances, the first step is to retain or regain emotional control and then proceed dispassionately.

It is simplistic to think a single cause of a complex problem can be identified. Most problems are caused by ever-widening and overlapping circles of circumstances and events. What appears to be an obvious and clear-cut cause is often only symptomatic of a much deeper problem. When events appear chaotic, the problem can stem from more than one area and each has to be addressed in turn.

While real introspection is often painful, a leader has to identify any possible personal contributions to the problem. Chaotic events often occur for reasons directly stemming from the leader.

In certain instances the leadership role was thrust upon an individual lacking the aptitude and confidence to fulfill it. Once in the position, they fail to lead and are unable to manage due to the organizational change. Consequently, they leave a vacuum that is filled by disorder.

In other instances, the leader may be new and inexperienced and thus attempting to accomplish overly ambitious goals and objectives. Rather than evolve, they are pushing change too fast, or expecting too much of their employees.

When the process seems to be collapsing, the employee�s role must also be examined. In certain instances employees did not receive adequate training to fulfill the roles expected of them. In other cases, too much is expected of employees too quickly. They are immediately overwhelmed and unable to deal with the circumstances.

A lack of employee involvement and empowerment in the process can cause major setbacks. Their lack of input and feedback does not foster the ownership of ideas and participation. Consequently, they may have perceived too high a personal risk, which created resistance. Since their involvement is essential, this created a void that was quickly filled with chaos.

Consideration must be given to whether the plan, underlying the process itself, may be flawed. This can happen for a variety of reasons brought about by both the leader and employees� participation (or lack thereof) in its development.

Motivation, beliefs, resistance and lack of skills and/or experience, can give rise to a poorly conceived plan. Typically, such problems associated with either leadership�s or employees� role in the process will impact the overall plan.

Ill-conceived timing and timetables can wreak havoc. Inexperienced leaders might not be aware of the impact of certain implementation-dates on the organization. Additionally, attempts to accomplish too much too fast can overwhelm the entire organization.

In certain instances, management can undermine their own efforts by micromanaging the process and issuing counterproductive dictates and mandates. In other circumstances employees might not trust the motives of the company, due to past experiences and existing policies.

Lack of management and financial support of the process undermines employees� ability to accomplish their goals and objectives. Without proper support, leaders� efforts will be severely hampered.

Leaders must question the rationale and premise for the process of change. Based on their current experience, they must revisit the assumptions, facts, data and other key factors identified at the beginning of the process. They must determine if the logic and thinking behind the process is still valid in light of their experiences.

Once the causes have been isolated, leaders are often forced to begin the entire change process again. However, now they have identified the sources of the problem and have learned from the experiences of past failures.

With this base of knowledge and expertise, they should be able to streamline the process and eliminate many of the bottlenecks. However, if they have not addressed the causes honestly and objectively, many of the same problems will recur.

Once control has been regained, implementation of the process should proceed more cautiously, assuring that a solid foundation for change is established and that each step is successfully and competently achieved before moving ahead with the next.

Astute leaders should enlist the assistance of key influencers within their employee pool. These are the natural leaders who have the ability to persuade others and enlist their support. If these individuals are sold on the idea of change, and understand that the benefits more than offset the risks associated with change, they will be able to convince others within their ranks of the same � thus making the leader�s job much easier.

The leader should also ensure his or her employees have been properly trained in the necessary skills to do the job. Once they have achieved this level, they should be involved and empowered to participate and control the process from within their organizational unit.