Change management strategies
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Change = people issues
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Changes include
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Job changes, new managers, skill development, increased capacity or capability, introduction of new technologies
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Be pro-active not reactive
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Formal process should be adopted early and then implenented in a top down approach
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Work involved in this strategy
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Alalysis, research, planning, disipline.
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Change management strategy should be
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Realistic, integrated into programe design and decision making,
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Ensure others understand
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The need for change, the problems being solved, the new direction clearly
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Reinforce the message
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Regularly and in a positive and inspirational way
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Be explicit about the behaviours and culture desired for change
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Find opportunities to model and reward
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Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behavior
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Change may involve creating a culture, combining culture. or reinforcing culture
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Companies have a cultural center
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Locus of thought, activity, influence or personal ID
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Understanding culture helps jumpstart change
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Employees will turn to the CEO and the leadership team for strength, support, and direction
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Leaders must embrace change first to motivate others.
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Model desired behaviours
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Executive team will work best if work well together and support each other through the change.
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Leaders must overperform and be evangelists of change
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Reqs more than buy in, needs ownership of responsibility for making change happen in teams
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Reinfoce with incentives and rewards
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Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change cascades through the organization.
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Leaders must be trained and aligned with company vision and values at every level
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Understand the organisations culture
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Culture is often one of the biggest barriers to change
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Cultural diagnostics can
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Assess organizational readiness to change
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Bring problems to surface
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ID conflicts
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ID factors which recognise or influence leadership and resistance
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People will question if change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen.
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Articulate a formal case for change
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Communicate it in a vision statement
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Steps
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1. Face reality, make case for change
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2. Demo faith in companies future
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3. Provide a road map to guide behaviour and decision making, customise for various sections of business
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No change project goes exactly to plan
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Problems might include
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People reacting badly
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External environment shifts
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Areas of resitance emerge
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New technologies emerging
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Change is institutional but also personal
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People spend lots of time at work
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Many people consider collegues a second family
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People need to understand what changes are expected, what the plan is, how they will be measured, what success or failure will mean
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Must be honest and explicit
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People will react to rumors and surroundings
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Highly visible rewards uch as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change
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Sanction or removal of people standing in the way of change will reinforce the institution’s commitment.
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