Organisational Change Management Volume 2

Indicators of Success at Ingredient 1

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(Laying the Foundation for New Ways)

. Investing in help early, ie in leading a change initiative, you may need to obtain help simply to determine what kinds of help you need - in the same way you seek opinions before buying some equipment

. General acknowledgment by staff involved that change does have some positive sides

. Minimal "doom and gloom"predictions

. Indications of working towards a successful change, rather than waiting for, or even assisting, the change to become a failure

. The building of self-esteem

. Active contributions by employees to the morale of the organisation

. Staff are less driven by emotive thinking, and more inclined to have a balanced assessment, ie consider the pros and cons

. Assisting and encouraging staff to say "good-bye"to the past (more than symbolic) by finding a way to mark the change, to bury the past and celebrate the start of the new in a concrete way:

- public "wake"

- burning old manuals/legislation

- changing the organisation's logo

- reorganise office layout

- memorabilia room

- make a video of the "past"

- "religious-type"ceremony(ies)

- if moving, only take a couple of objects from the past to the new place

- sell or give the old logo to staff

- keep a scrap book

- keep mementoes of the past (the "good old days")

- signing off

- attitudinal staff survey

- visit all staff for a face-to-face interview

- answer all rumours immediately

- Gant chart identifying the important milestones that will impact on all staff (include management), etc.

Sometimes the transition can be partially achieved by encouraging the staff to take a memento of the past ie a T shirt with "I survived"

The change process works more smoothly if staff accept a piece of the past with them

. Utilising techniques mentioned earlier in Volume and explained fully detail in Volumes 3, 4 & %

- effective and active listening

- critical reflection

- profile of knowledge

- history map

- understanding oneself

- determining artifacts, espoused values and underlying assumptions

- working more attuned to systems and fundamental causes

- discussibility of issues

- climbing out of the muck

- mentoring

- understanding the 5 stages of skill acquisition

- helping to understand the change initiative

- practising relevance

- strategy as conversation

- your behaviour (models 1 and 2)

- 360 degree appraisal

- exposing left-hand column

- five major events of your life, etc

. The involvement of all key decision-makers and stakeholders so that they are aware of the need for the change

. Involving some type of plan and indicating the desired output

. People become more receptive to organisational transitions and new ways of thinking, when there is some ceremonial watershed event to provide a visible acknowledgment of and symbolic rite of the emotional nature of the shift. There are 2 types of watershed events

i) organisational rites of passage, which occur regularly throughout an organisation's life cycle. Shaping and structuring rites of passage is an extremely effective leverage opportunity for a change agent or leader to intervene, ie looking to the future with the following questions

- Where are we going?

- What will happen when we get there?

- What plausible future will occur?

ii) one-off spontaneous events whose timing cannot be predicted and which are not repeatable, ie looking to the future with the following questions

- How well do you understand signals that you send? Does your signal get noticed?

- Is it a signal about seniority, or about coordination? Does it matter to people?

- What symbolic gestures do you have available to you and how can you use them?

- How can you hear "the unspoken voice of the organisation"?

. Obtain independent or outside expert advice ‐ this will add credibility if the push for change is not coming from top management

. Hold strategic workshops ‐ best to use an outside facilitator so that all views are considered

. Hire new key management from outside to introduce different ideas

. Extrapolate the present strategies into the future to demonstrate the dangers ahead if the present strategies are maintained

. Educate key opinion makers in what this guideline means

. Symbolise the new identity ‐ people are more than merely logical beings; they have feelings. They may react positively to events and symbols that convey a message and reinforce the new identity

. Understand the first rule of learning

"...Learners learn best what learners want to know..."

Peter Senge et al, 1999

. With the staff, make separate lists of what was good and bad in the past, and look at ways of adapting these to the present and future, eg

Past and Present Situation

Transitional Situation

"...we always knew where we stood because things were constant..."

"...let's have regular meetings to keep up to date with things..."

"...we used to be smaller, and it felt like a family before the change..."

"...how can we develop a bigger family feeling now..."


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