Implementing an effective change programme.[check] This checklist is intended for those who have mapped a change programme for the organisation [Checklist 38 deals with mapping an effective change programme] and are now ready to implement it. It provides pointers to the issues you will need to consider in bringing in change, rather than providing a detailed implementation schedule: this will vary according to according to prep. 1. As stated or indicated by; on the authority of: according to historians. 2. In keeping with: according to instructions. 3. the organisation and the nature of the change. Definition This checklist covers any type of major change programme within an organisation. These range from those driven by external forces--changes in the market; in customer demands; in legislation or regulation--to those which are internally driven, for example, to accompany a total quality management programme. Change will result as a consequence of the interaction between equipment (technology), processes (working procedures), organisation structure and people; a change to one of these four elements will inevitably cause changes to the others, because the organisation is a living, evolving system. Managing change involves accomplishing a transition from A to B and handling the problems which arise in getting there. Action Checklist 1. Agree the implementation strategy The strategy needs to be clear before you begin to embark on change. Is implementation going to be top-down or bottom-up or a mix of both? Will the change be made by division, by department or in a 'big bang' approach? 2. Agree the time frame Every change programme needs a start date and a finite time span, regardless of whether it is being introduced incrementally or simultaneously across divisions. The time table must be stretching enough to convey urgency but attainable enough to be motivating. 3. Draw up detailed implementation plans Combine the strategy and timetable to draw up detailed implementation plans with each divisional or departmental head. Use the change team as a source of advice and consultancy, but empower line managers to determine how they will implement the details of change against the overall goals. The change programme is unlikely to be the only corporate initiative underway. Ensure the strategy and goals behind the others are consistent and point in the same direction. Do employees receive consistent messages about the organisation's core values and beliefs from each of the programmes? 4. Set up a team of stakeholders Stakeholders All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government. This does not include top management but will benefit from top management sponsorship. The team will include the key people involved in designing and delivering the service as well as those receiving it. They will also be responsible for defining and disseminating dis·sem·i·nate v. dis·sem·i·nat·ed, dis·sem·i·nat·ing, dis·sem·i·nates v.tr. 1. To scatter widely, as in sowing seed. 2. the benefits of the change. 5. Establish good project management Treat change like any project. Set goals and milestones and monitor progress to keep the project on schedule and on budget. Flag up potential problems as early as possible and plan for them with contingencies. Establish the project team ground-rules especially on information sharing See data conferencing. , decision-making and reporting. 6. Personalise Verb 1. personalise - make personal or more personal; "personalized service" personalize, individualise, individualize alter, change, modify - cause to change; make different; cause a transformation; "The advent of the automobile may have altered the growth the case for change People will only take on board the case for change when they can personalise it and relate it to their own job and team. Ensure that your line managers translate the corporate case for change into reality for every individual in the company. Consider what change will mean for each individual in terms of: status (job title, budget responsibility); habits (changes to working time, new colleagues); beliefs (move to a customer focus); and behaviour (new working practices). 7. Ensure participation Individual employees must feel they can take ownership of the change programme as it evolves. Change can be stressful if imposed. Introduce mechanisms to facilitate this. Allow criticism and feedback but ensure the means exist to take corrective action A corrective action is a change implemented to address a weakness identified in a management system. Normally corrective actions are instigated in response to a customer complaint, abnormal levels if internal nonconformity, nonconformities identified during an internal audit or . 8. Create a sense of purpose and urgency to tackle real problems, which have prevented progress in the past Ask what and who is preventing progress and who can really help in unblocking it. Think of breaking the code of silence that engenders organisational protectionism protectionism Policy of protecting domestic industries against foreign competition by means of tariffs, subsidies, import quotas, or other handicaps placed on imports. and maintains the status quo [Latin, The existing state of things at any given date.] Status quo ante bellum means the state of things before the war. The status quo to be preserved by a preliminary injunction is the last actual, peaceable, uncontested status which preceded the pending controversy. . 9. Motivate Sustained change requires very high levels of motivation. People need to feel valued, to be developed, to have their achievements recognised, and to be challenged. Recognise that different rewards will motivate different people to change. 10. Be prepared for conflict Change usually brings about conflict of one kind or another, simply because people have different views and reactions. Try to get conflict to surface rather than fester fester /fes·ter/ (fes´ter) to suppurate superficially. fes·ter v. 1. To ulcerate. 2. To form pus; putrefy. n. An ulcer. ; try to tackle it by dissecting dis·sect tr.v. dis·sect·ed, dis·sect·ing, dis·sects 1. To cut apart or separate (tissue), especially for anatomical study. 2. and analysing it with those who are experiencing it. Often enough conflict can be put to positive work through open discussion and clarification. 11. Be willing to negotiate When conflict cannot be resolved through improved explanation and discussion, you will have to negotiate and persuade. This means avoiding entrenched en·trench also in·trench v. en·trenched, en·trench·ing, en·trench·es v.tr. 1. To provide with a trench, especially for the purpose of fortifying or defending. 2. positions, and working out how to shift others from theirs. It means getting to an agreed 'yes' without either side winning or losing face. 12. Anticipate stress It is uncertainty rather than change that really worries employees. Provide as much information as possible and quash rumours as soon as they arise. Any change programme is stressful. Fear of the unknown rather than change itself is the major contributory con·trib·u·to·ry adj. 1. Of, relating to, or involving contribution. 2. Helping to bring about a result. 3. Subject to an impost or levy. n. pl. factor. Reduce its impact by being as open as possible about all the consequences of change. See that employees own the changes. 13. Build skills View the change programme as a learning process and integrate it into the corporate training programme. Build both technical and soft skills at all levels within the organisation. Set an example by updating the skills of top management. 14. Build in capability for learning Creating goals and plans that everyone subscribes to means that everyone can gain. Turn learning into something that people want to buy into--instead of it being perceived as a chore--where they can feel the 'buzz' of discovery and involvement in new developments. 15. Remember change is discontinuous discontinuous /dis·con·tin·u·ous/ (dis?kon-tin´u-us) 1. interrupted; intermittent; marked by breaks. 2. discrete; separate. 3. lacking logical order or coherence. Change is a very long process made up of very small and often invisible modifications to behaviour and attitudes. Seek innovative ways to remind staff of the overall case for change and to reinforce its value to them. Accept that change will be a stop/start process. Plan for this and develop strategies to gear the organisation up for renewed effort if there are setbacks. 16. Monitor and evaluate Monitor and evaluate the results of the change programme against the goals and milestones established in the original plan. Are these goals still appropriate or do they need to be revised in the light of experience? Existing performance measures may transmit the wrong signals and act as a block on change. Design measures which are consistent with the vision and goals. Be honest in your assessment of progress. If there is a real divergence divergence In mathematics, a differential operator applied to a three-dimensional vector-valued function. The result is a function that describes a rate of change. The divergence of a vector v is given by between the plan goals and reality take corrective action quickly. Be open about failure and involve employees in setting new targets or devising new measures. Dos and don'ts for effective change Do * Plan to deliver early tangible results and publicise Verb 1. publicise - call attention to; "Please don't advertise the fact that he has AIDS" advertise, advertize, publicize announce, denote - make known; make an announcement; "She denoted her feelings clearly" successes to build momentum and support. * Select priorities for change rather than attempt to address everything at once. * Involve employees at every stage of designing and implementing change. * Make sure you have top management sponsorship of and commitment to the agreed implementation. Don't * Fail to appreciate the depth of resistance there may be to change. Plan for resistance and cost it in terms of additional training and communications. * Get lost in detail or lose sight of the vision: real change often comes through a simple breakthrough. * Skimp skimp v. skimped, skimp·ing, skimps v.tr. 1. To deal with hastily, carelessly, or with poor material: concentrated on reelection, skimping other matters. 2. on the resources for training or communications. Useful reading Change management excellence: using the four intelligences for successful organizational change, Sarah Cook Sarah Cook is the name of:
Exploring strategic change, 2nd ed, Julia Balogun and Veronica Hope Hailey London: Financial Times Prentice Hall Prentice Hall is a leading educational publisher. It is an imprint of Pearson Education, Inc., based in Upper Saddle River, New Jersey, USA. Prentice Hall publishes print and digital content for the 6-12 and higher education market. History In 1913, law professor Dr. , 2004 Managing change changing managers, Julian Randall London: Routledge, 2004 Transforming the company: manage change compete and win, 2nd ed, Colin Coulson-Thomas London: Kogan Page, 2004 Making sense of change management: a complete guide to the models tools and techniques of organizational change, Esther Cameron and Mike Green London: Kogan Page, 2004 How to save time and money by managing organisational change effectively, Andy Gilbert Andrew Gilbert (July 18, 1914 - August 29, 1992) was a center fielder in Major League Baseball during the 1942 and |1946 seasons. Listed at 6' 0", 203 lb., Gilbert batted and threw right-handed. He later managed in the minor leagues and coached in major league. Leicester: Go Mad Books, 2003 Managing transitions: making the most of change, 2nd ed, William Bridges There are two well-known men named William Bridges:
Change management in a week, Mike Bourne Bourne, town (1990 pop. 16,064), Barnstable co., SE Mass., crossed by Cape Cod Canal; settled 1627, inc. 1884. Bourne Bridge (1935), across the canal, made the town an entry point to Cape Cod and a resort and commercial center. and Pippa Bourne Chartered Management Institute Inspiring Leaders The Chartered Management Institute is a professional institution for managers, based in the United Kingdom. In addition to supporting its members, the organisation encourages management development, carries out research, produces a wide variety London: Hodder and Stoughton, 2002 Thought starters * Which indicators will tell you if change has really been effected? * What signals should top management send to employees to show the extent of their commitment to change? * What messages will indicate successful staff ownership of change? |
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