Mapping an effective change programme.[check] This checklist provides an introduction for anyone planning to implement change within the organisation. It covers any type of change programme. Its aim is to assist in the planning process by covering the basic building blocks of change.
While the pace of change may vary within organisations, there will be no remission Extinguishment or release of a debt.
A remission is conventional when it comes about through an express grant to the debtor by a creditor. It is tacit when the creditor makes a voluntary surrender of the original title to the debtor under private signature constituting the in the extent of change in the world outside. This checklist is intended to help organisations accept change as an integral part of the management agenda, whether such change is driven by external forces such as economic or market trends, or internal forces, such as those accompanying a total quality management programme.
The Concise concise,
n.pr the brand name for diacrylate resin adhesives used in composite restorations and for bonding orthodontic appliances to the enamel. Oxford Dictionary defines change as "making or becoming different". While this may be too vague most management dictionaries do not attempt to tackle a definition.
Managing change involves accomplishing a transition from A to B and handling the problems which arise in getting there.
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 lead to changes to the others, because the organisation is a living, evolving system.
1. Think the change through
Read a book which tackles change management; for example, John Kotter--A Force for Change or Rosabeth Moss Kanter--The Change Masters. Reading a book will take a day or two--the change process itself that you are trying to manage will take longer and cost a lot more--especially if you get it wrong.
Ask what kind of change may be involved from a broader perspective. Will it include job content, responsibility, new--unknown--tasks, new methods of working, new skills, new relationships, threats to security, new training, retraining re·train
tr. & intr.v. re·trained, re·train·ing, re·trains
To train or undergo training again.
Will it be something on a broader scale that involves re-thinking what the purpose of the organisation is, or should be?
2. Build the change culture
Build commitment by:
* sharing information as widely as possible
* allowing for suggestions, input and differences from
* widespread participation
* breaking changes into manageable chunks and minimising surprises
* making standards and requirements clear
* being honest about the downside Downside
The dollar amount by which the market or a stock has the potential to fall.
You might hear someone say that the downside on stock XYZ is $10. What that means is that the stock could fall by this amount if things got bad. .
Develop a culture that supports change by:
* recognising prevalent value systems
* creating a blame-free culture of empowerment em·pow·er
tr.v. em·pow·ered, em·pow·er·ing, em·pow·ers
1. To invest with power, especially legal power or official authority. See Synonyms at authorize.
2. and pushing
* down decision-making--but clarifying decision boundaries In a statistical-classification problem with two classes, a decision boundary or decision surface is a hypersurface that partitions the underlying vector space into two sets, one for each class.
* breaking down departmental barriers
* designing challenging jobs
* freeing time for risk and innovation
* focusing on the interests of all 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. .
Get the people right by:
* recognising staff needs and dealing with conflict positively
* being directional In one direction. Contrast with omnidirectional. without being directive
* involving everyone
* earning commitment and trust
* developing relationships
* understanding how teams work
* recognising one's limits and others' strengths.
3. Appoint a champion for change
Change programmes benefit from a 'champion' to galvanise Verb 1. galvanise - to stimulate to action ; "..startled him awake"; "galvanized into action"
ball over, blow out of the water, floor, shock, take aback - surprise greatly; knock someone's socks off; "I was floored when I heard that I was the plan and the action. The champion's credibility is of paramount importance, as is sufficient seniority and a proven track record. The champion must also be lively, energetic, passionate and committed: if you are not the right person to be leading change, recognise it now!
4. Build the right team for change
Select a team with a mix of technical competencies and personal styles, not necessarily all at senior levels. Most members should be respected individuals from within the organisation, not outsiders. You need 'movers and shakers' whose commitment is not in doubt, but temper tem·per
1. A state of mind or emotions; mood.
2. A tendency to become easily angry or irritable.
3. An outburst of rage. them with a few known cynics Cynics (sĭn`ĭks) [Gr.,=doglike, probably from their manners and their meeting place, the Cynosarges, an academy for Athenian youths], ancient school of philosophy founded c.440 B.C. by Antisthenes, a disciple of Socrates. . All should have earned respect within the organisation and be widely trusted and credible.
5. Build the case for change
Develop an outline of what the organisation will look like at the end of the change programme. Include structures and culture: will you move from a hierarchical A structure made up of different levels like a company organization chart. The higher levels have control or precedence over the lower levels. Hierarchical structures are a one-to-many relationship; each item having one or more items below it. to a team-based culture? What will the implications be?
You might know why the organisation needs to change but need to persuade others who must be convinced of the urgency of the need. Draw up a clear, compelling case which marshals both quantitative and qualitative arguments. Spell these out in terms of business objectives linked to a vision of where the organisation will be if change is successful.
In reality, persuading people of the need for change can be a complex and sensitive business which can appear odd if it comes 'out of the blue'. It may be useful to bring someone in from the outside to act as a catalyst but this needs to be managed with care and sensitivity.
Given that the changes are best owned by the people implementing them, it is most practical to get a group of staff to identify the change factors themselves--then they see and understand the need for change.
A health-check of the key factors in mapping change includes:
* Leadership--does the leader set an example and foster learning and development?
* People--do people think naturally about what's coming next? Or will the next change be met with the same old shock and horror?
* Control--do measurement and procedural control A method of airspace control which relies on a combination of previously agreed and promulgated orders and procedures. stifle creativity?
* Integration--do we have a business of people in separate boxes or do we mix across areas and responsibilities?
* Processes--which are the key activities that give us our strength?
6. Define the scope of change
To be successful, a change programme must have the right scope. Define its coverage and limits rigorously. To be fully effective change needs to operate in six dimensions:
* markets and customers
* products and services
* business processes
* people and reward systems
* structure and facilities
7. Draw up an outline plan
Plan for change in the way you would for any major project. Cover:
* Vision: what is the 'big idea' behind the change? What is the organisation striving to achieve? This must be clear and compelling.
* Scope: what needs to change if the organisation is to realise its vision?
* Time frame: what will change when, and in what order? Radical change takes time, especially if attitude change is involved.
* People: who will be most affected by change and how? Who will play prominent roles in implementing change (the change agents)?
* Resources: how much will the change cost? Will there be offsetting benefits?
* Communications: will you need new mechanisms and structures to communicate with front line employees?
* Training: have you allowed for the training of managers and front line employees in both hard and soft skills associated with change?
* Organisation structure: will changes be needed, for example towards a flatter structure?
8. Cost the change programme
Change can be expensive, particularly if it is associated with plant closure or redundancies. Recognise this and draw up a separate budget. Don't underestimate the 'softer' costs of training, or the communications the programme will require.
9. Analyse an·a·lyse
v. Chiefly British
Variant of analyze.
analyse or US -lyze
[-lysing, -lysed] or -lyzing, your management competencies
Senior managers need to be fully committed (Law) committed to prison for trial, in distinction from being detained for examination.
See also: Fully to change programmes to guarantee their success. Establish from the outset whether the management team is signed up to change, and address honestly the position of those who are not enthusiastic supporters. Make sure that senior managers are included in those consulted for proposing change factors.
10. Identify the driving and restraining RESTRAINING. Narrowing down, making less extensive; as, a restraining statute, by which the common law is narrowed down or made less extensive in its operation. forces
In any organisation, there will be forces driving and forces restraining change: you need to identify both sets. Plan to reinforce the drivers, or add new ones; and to weaken or lessen less·en
v. less·ened, less·en·ing, less·ens
1. To make less; reduce.
2. Archaic To make little of; belittle.
To become less; decrease. the restraining forces, through education. This will usually be a slow process, but it can be helped by frank discussion, and even more by positive success.
11. Outline the change programme to line managers
Use your plan to outline to line managers the likely impact of the programme on structures, people, processes and products. Seek criticism and feedback and use them to refine the plan and build consensus in favour of change.
Communication is the key to successful change. Communicate continuously with stakeholders--employees, customers, suppliers and owners--as you plan and build the programme. Be open and honest with employees about the likely extent of change. Don't allow rumour to circulate cir·cu·late
v. cir·cu·lat·ed, cir·cu·lat·ing, cir·cu·lates
1. To move in or flow through a circle or circuit: blood circulating through the body.
2. : be frank.
13. Identify change agents
Although change is initiated at the top, and led by a change team, it has to be driven through the organisation by change agents. These need to be the organisation's own employees, not external consultants. Select people who are committed, enthusiastic and who can command respect. Plan to train them and use them to champion and cascade the change programme throughout the organisation
Dos and don'ts for effective change
* Think big: many change programmes fail to deliver the expected results because their ambitions are too narrow, or not radical enough.
* Tap diversity: find out the opinions of newcomers and 'outsiders' within the organisation and tap the views of customers and suppliers.
* Be patient and persistent: change takes time.
* Underestimate the cost of change: build in costings for repeated communications and training efforts.
* Embark on Verb 1. embark on - get off the ground; "Who started this company?"; "We embarked on an exciting enterprise"; "I start my day with a good breakfast"; "We began the new semester"; "The afternoon session begins at 4 PM"; "The blood shed started when the partisans a major change programme until you are convinced you have the absolute support of the top management team.
* Bulldoze bull·doze
v. bull·dozed, bull·doz·ing, bull·dozes
1. To clear, dig up, or move with a bulldozer.
2. To treat in an abusive manner; bully.
3. through resisters to change; instead listen and persuade.
Sharing knowledge : the why and how of organizational change, Francois Dupuy Basingstoke Palgrave MacMillan 2004
Change management excellence : using the four intelligences for successful organizational change Sarah Cook Sarah Cook is the name of:
Managing change changing managers, Julian Randall London, Routledge, 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 Leicester (lĕs`tər), city (1991 pop. 324,394) and district, Leicestershire, central England. The city is connected by canals with the Trent River and London, and it is also a railway center. , Go Mad Books, 2003
Change without pain : how managers can overcome initiative overload See information overload and overloading. organizational chaos and employee burnout Burnout
Depletion of a tax shelter's benefits. In the context of mortgage backed securities it refers to the percentage of the pool that has prepaid their mortgage. , Eric Abrahamson Boston Mass. Harvard Business School Harvard Business School, officially named the Harvard Business School: George F. Baker Foundation, and also known as HBS, is one of the graduate schools of Harvard University. Press 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
* Is an assessment of what the customer wants at the heart of your change strategy?
* Do you have relevant measures to indicate your efficiency and effectiveness?
* Do you have a realistic assessment of staff morale?