Organisational Change Management Volume 1

Framework 38 Managing Organisational Change

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Finding a vision for the future if that is central to success of change initiatives

Change today must be pre-emptive and ongoing - not adaptive and nearly a means of coping. In other words

"... capturing opportunities and minimizing threats through proactive, offensive actions means linking into the intelligence of the company, and routing the desire to change continuously in the mindset of the organisational..."

Anne Deering as quoted by James Nelson, 2006


There is a need for a cogent and compelling provision of the desire to future (this area is often neglected)

The vision needs to be shared and fits with the organisational's competencies

Once the vision is determined, strategies are planned to achieve the vision, ie managing for the future

Linked with visioning is commitment. Furthermore, organisational goals must be sufficiently aligned with personal goals, especially those of management, to achieve buy-in

Process of visioning

Think differently from normal management task by using reflection, etc to stimulate different thinking

Challenging current practices by letting go of perceived cart restrictions imposed by today's reality into imagining the organisational of the future. Using creating tension developed between current and future goals

Building the right team by having a balance between knowledge and personality types, such as creativity and risk-taking attitudes. Use an outsider to provoke other models of thinking

Creating a safe environment as looking to the future can be both an emotional and frightening experience, especially as it can involve telling the truth about the current realities. A share in that all ideas are of value and explore all types of attitudes, interactions, etc that will be worthwhile to handle the future. Develop an environment where the "right" answer is less important than the "winning" answer and where the messenger of the bad news is not shot. This allows

"...Individual defences are lowered and channels to unconscious assumptions made more accessible within the 'safe visioning environment' thus created, providing useful inside into the kinds of steps needed to surface hidden issues throughout the organisation..."

Anne Deering as quoted by James Nelson, 2006

Six essential principles

1. Lead from the top

2. Set aggressive targets

3. Resource for success

4. Manage for results

5. Empower teams

6. Communicate, educate and train

1. Lead from the top

Too often after the CEO initiates the change process, he/she "disappears". The CEO needs to be actively supporting the change process, to ie

"...dedicating up to 50 percent of their time to the effort, setting the pace, communicating urgency, insisting on a breakthrough thinking and results to, and leading by example..."

Anne Deering as quoted by James Nelson, 2006

Gaining senior management commitment is essential

2. Set aggressive targets

Need to stretch everyone's thinking to setting to setting ambitious goals and targets to that it forces fundamental rethinking

"...through focusing on a few key performance objectives and vigorously monitoring to progress against them, the energies of the organisation can concentrate on achieving the corporate goals..."

Anne Deering as quoted by James Nelson, 2006

3. Resource for success

Make sure that the "right and best" people (seek excellence, strength of character and diversity) are in charge and responsible for the performance of the change project, ie they will have a vested interest in the success of the project.

4. Manage for results

Regularly review performance so that early warning signs are detected and rectify

5. Empower teams

Free the team from the constraints of conventional working practices and empower them to make decisions

6. Communicate, educate and train

Build awareness at all levels of the organisation by communicating, educating and training, ie

- communicating (prepare people for the change by communicating early and frequently the needs for change)

- educating (engage people by explaining how the change will occur, what will change, the objectives of the initiative, timelines, etc)

- training (it is aimed for staff at where they are involved)

Critical success factors include

Redesigning the way people think about work is as important as redesigned the way they actually work

Develop a vision that all members of the organization can commit to

Change has to be driven by staff at all levels of the organisation - simply imposing it from above the up will not work

Staff any change management team with your very best people, even if you cannot apparently spare them for the task

Make absolutely certain all employees can pursue improvement without having to defend past mistakes

Discover to the influential gatekeepers in your organisation are - and use them to promote change

(source: James Nelson, 2006)


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