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According to Robert & James (2008), change management can be defined as a systematic approach used to deal with change from the perspective of an individual level as well as an organization level. So as to manage change in any given organization, it is very important to consider three fundamental aspects which include: adaptation to change, manipulating change, and effecting change. Change management for an organization can also mean, to define and implement procedures and technologies with an aim of addressing changes within the business environment and to benefit from changing opportunities. An IT project is a good example in which the versions are supposed to be changed and managed properly. Change management plays a significant role in any given organization because the task of managing change is very involving. Changes in a project or an organization can be initiated externally or from within. There are twelve principles of managing change but three most crucial principles are to be considered and they include, assessing the cultural landscape, preparing for the unexpected, and communicating the message of change (Robert & James, 2008).  

It is very crucial to assess the cultural landscape as a principle of managing change in an organization. Successful change programs progress at an increased speed as leaders comprehend and account for behaviors and culture at each and every level of any given organization. By thorough cultural diagnostics, it becomes easier to evaluate organizational readiness to change, indentify conflicts, and uncover those factors that can influence sources of resistance and leadership. The diagnostics identify the major values, behaviors, beliefs, and perceptions that must be considered for successful change to take place (Robert & James, 2008). Another important principle of managing change is preparing for the unexpected since there is no change program that can go absolutely according to plan. In nature, there is a probability that external environment can shift, people can react in unexpected manner, and those areas of anticipated resistance can fall away.  The third principle of managing change in an organization is to communicate the message concerning issues, need to change, and the new direction, to other people. So that change programs can qualify to be the best, they must reinforce the primary messages through timely and regular advice that is both practicable and inspirational. Communications are meant to provide employees the necessary information in the right time as well as to ask for their input and feedback (Cameron & Green, 2004).

Some of techniques that are used to manage change in an organization include, gradual introduction of changes, focusing on training, and communication (Cameron & Green, 2004). The technique of communication is very consistent with one of the principles of managing changing change, which talks about communicating the message concerning issues, need to change, and the new direction, to other people. An open communication structure in the change process enables individuals to raise concerns or questions without feeling as if they are out of line. For an effective change in any organization, the stakeholders should be trained so that they are comfortable and confident concerning the new roles. The gradual introduction of change into an organization is very important so as to lessen the shock of the new (Cameron & Green, 2004).

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