Address human side systematically
Change = people issues |
Changes include |
Job changes, new managers, skill development, increased capacity or capability, introduction of new technologies |
Be pro-active not reactive |
Formal process should be adopted early and then implenented in a top down approach |
Work involved in this strategy |
Alalysis, research, planning, disipline. |
Change management strategy should be |
Realistic, integrated into programe design and decision making, |
Communicate the message
Ensure others understand |
The need for change, the problems being solved, the new direction clearly |
Reinforce the message |
Regularly and in a positive and inspirational way |
Address culture explicitly
Be explicit about the behaviours and culture desired for change |
Find opportunities to model and reward |
Company culture is an amalgam of shared history, explicit values and beliefs, and common attitudes and behavior |
Change may involve creating a culture, combining culture. or reinforcing culture |
Companies have a cultural center |
Locus of thought, activity, influence or personal ID |
Understanding culture helps jumpstart change |
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Start at the top
Employees will turn to the CEO and the leadership team for strength, support, and direction |
Leaders must embrace change first to motivate others. |
Model desired behaviours |
Executive team will work best if work well together and support each other through the change. |
Create ownership
Leaders must overperform and be evangelists of change |
Reqs more than buy in, needs ownership of responsibility for making change happen in teams |
Reinfoce with incentives and rewards |
Involve all levels of the organisation
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. |
Leaders must be trained and aligned with company vision and values at every level |
Assess the cultural landscape
Understand the organisations culture |
Culture is often one of the biggest barriers to change |
Cultural diagnostics can |
Assess organizational readiness to change |
Bring problems to surface |
ID conflicts |
ID factors which recognise or influence leadership and resistance |
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Make the formal case
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. |
Articulate a formal case for change |
Communicate it in a vision statement |
Steps |
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 |
Prepare for the unexpected
No change project goes exactly to plan |
Problems might include |
People reacting badly |
External environment shifts |
Areas of resitance emerge |
New technologies emerging |
Speak to the individual
Change is institutional but also personal |
People spend lots of time at work |
Many people consider collegues a second family |
People need to understand what changes are expected, what the plan is, how they will be measured, what success or failure will mean |
Must be honest and explicit |
People will react to rumors and surroundings |
Highly visible rewards uch as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change |
Sanction or removal of people standing in the way of change will reinforce the institution’s commitment. |
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https://www.jchmedia.com
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