Managing Change - Training

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Managing Change

Successful Change Interventions Characteristics:

  • Clear vision of desired end for entire organisation.
  • This vision must be integrated into every form of change taking place.
  • There must be commitment to a learning mode - so that learning and doing are equally valued.
  • Clear commitment by top leaders by making significant personal investment and an examination of their own effectiveness.

Diagnosing Change

  • Analysis of present reality.
  • Assess organisation's capacity to respond to these demands.
  • Developing a clear vision of the changed organisation.

Preparing people to accept and endorse change - Four Step Process:-

  1. Creating a Shared Agenda
  2. Creating a Common Direction
  3. Creating the Capacity
  4. Developing Competence

Creating a Shared Change Agenda

This means finding out what particular ideas or fears people have, assessing the organisation's readiness and isolating those options with which people can most easily identify.
But it is essential to take into account the organisations memories, norms and values. It is also necessary to have commitment and enthusiasm from the Top although sometimes this is still not generated down the line and change could cause aggravation.

Enrolling the Commitment of Other Key Players

    1. Chief Executives must display congruent behaviour with immediate colleagues.
    2. Some do not identify it as their own.
    3. Performance reviews send strong messages.
    4. Review organisations objectives to ensure there is a learning / training component.

The process outcome is a shared agenda.

Mapping the impact of change

  • An assessment of: implications and consequences potential winners and losers who are the promoters, resisters and the indifferent.
  • Assessing organisational readiness
  • Shows organisational strengths and weaknesses.
  • Indicates priorities for strengthening the ability to respond
  • Agreeing the agenda
  • Creates common perceptions and understandings.
  • Indicates what the benefits will be and when they will arise

Creating a Common Direction for Change

Most change involves a three-stage process of unfreezing, changing and refreezing into a new shape or direction.

No matter how enthusiastic people may be about the aims, the process is inevitably uncomfortable. As delays occur frustrations will grow; as the change becomes reality, some earlier optimism will fade and give place to a sense of disappointment for some. Effort has to be put into sorting out the problems that, with hindsight, we now realise should have been foreseen all along. Most important of all, it brings discontinuity. People use to get things done become useless, disjointed or only usable in parts.

It is crucial, therefore to prepare people and help them through this process by providing:

  • Information about where the change is heading so they have a clear sense of direction.
  • A route map of the programme so that they can tell where they are at a given time.

The outcome is the creation of a common direction.

Creating a vision of the future

  • A common understanding of the organisation's key purpose and how the change will advance this.
  • Learning from experience
  • Making the change process tangible
  • Indicators of progress can be created so that people know what is happening, why, and how this fits into the process.
  • People become committed because they know what they are committing themselves to.

The Capacity for Change

Most organisations, in the past have been designed for stability rather than change. Structures were created to ensure that regular, routine work got done consistently and that minimum disruption occurred. In the world today with constant change being normal a different approach is required.
Different organisational processes are required. Major change or a period of sustained change requires the creation of specific arrangements and training to help people cope with its effects.

The outcome of this process is enabling the capacity for change.

Creating helpful mechanisms

  • Accurate and timely information about change and the way people are responding to it - the way it is affecting people.
  • Assertive and positive interaction between change agents and managers and staff affected.
  • The creation of a supportive climate.
  • Clarifying and developing roles
  • People know what is expected of them and can contribute to the process. Devolution of responsibility and shared effort.
  • Using temporary organisational structures
  • Efficient change

Developing Management Competence

People need specific abilities to handle change. Conversely it will alter the competence they need to have in their work roles. In developing people's competence there are two potential benefits, namely;

  • it helps people to manage
  • they will find it easier to adapt to the effects on their jobs.

The advantage is the development of appropriate levels of management competence to enable individuals to manage.

Defining and agreeing competence requirements

  • A common view of what is expected of people in terms of performance standards and the abilities needed to achieve the standards.
  • A definition of what is quality performance
  • Matching people and jobs
  • Realistic jobs and the deployment of people according to what they are good at.
  • Providing learning opportunities
  • People demonstrating competence and developing the 'learning to learn' skills needed to adapt to the future.

Management Action plan

~ Shelly Rubinstein ~

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