Framework 111 Conscious Change Leadership

Introduction

Conscious change is aiming to look at a greater awareness and broader perspective; hoping for different thinking to find new approaches.

There are 10 components divided into people (5) and processes (5). 1. People

i) self-mastery (includes self-awareness and flexibility to provide the necessary agility to handle the unexpected; involves working with mindsets that impact perceptions, decision-making, results and relationships with other people; mindsets must result in action; coaching is important; aiming for pragmatic solutions to the change challenges)

ii) co-creating (aim is to unleash the full human potential of staff, ie bring out the best in people; focus on what is good for the whole organisation, not silos; understand the big picture; give empowerment with responsibility; encourage sharing of power and decision-making; develop partnerships, alliances, etc; develop good listening skills; focus on the truth; encourage trust)

iii) commitment and alignment (in both operations and change; all stakeholders are committed)

iv) culture (address cultural challenges at the start; make it visible)  

v) engage stakeholders (to increase ownership; become task driven; maximise commitment)   

2. Processes

i) unified change strategy (providing guidance; developed at the start; 12 elements of the change strategy, ie

"...- values and guiding principles
    -change governance
    - initiatives' identification and alignment
    - fit and priority of initiatives
    - multiple project integration strategy
    - bold actions
    - engagement strategy
    - change communications
    - acceleration strategies
    - resources needed/available
    - milestone events
    - time..."

Linda Ackerman Anderson, 2021

ii) governance structure and the roles (clarify roles, responsibilities and accountabilities; linked with operational structure; aim for best-practice; there are 4 key elements to this, ie

"...- clear change in leadership roles, well-defined, staffed, and coached
    - an effective and efficient change leadership structure that organises and coordinates the work of change roles and actions
    - clear decision-making rights and processes
    - clear relationship between running of the operation and leading the initiative..."

Linda Ackerman Anderson, 2021

iii) designing change process (more than just project management; involves enterprise transformations and initiatives; requires thinking disciplines)

iv) setting out conditions for success (need adequate resources including finance, expertise, time, people, capacity, etc; should be transparent

v) review and modify as required (use data to review progress; be willing to change as required; be willing to challenge the status quo)

 

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