Change Concepts
Two legs good, one leg bad!
Managing the change Process
Communication for change
Two legs good, one leg bad!
There
are many aspects to change, and more importantly successful
change. There are no perfect or right ways to go about change, but
there are many wrong ways and many pitfalls and hurdles. Any
change model will inevitably try to bring simplicity to the
complexity that is change. It is this complexity that makes change
an exciting and dynamic topic to study. It is this complexity that
makes the practice of change management a stressful time for many
managers and employees alike.
The key
requirement of change managers is flexibility and adaptability.
Listening is paramount, empathy is key. Self-awareness is the start
point for any manager whilst awareness of the organisation and the
people within it is vital. The change manager must have executive
leadership competencies mixed with the human understanding of the best
H.R director. The change manager will often be a bridge between many
layers of the organisation, between managers and the unions, and
frequently the company and it's reputation.
Having
said that there is no clear model, change is not anarchy, or that
change has no steps that a manager can follow. There are many things
that need done in any change programme. The key for the manager is the
way that they are done and the spirit in which they are implemented
(dynamically vs. slavishly; openly or secretive for example).
At
THE CHANGE FACTOR™ we believe
that there are two legs to a change programme. Two legs that must
remain in balance, or the programme will quickly fall down. All parts
of the leg are equally important or the programme will not run well.
This change model recognises the equal importance of the two legs: the
"Human" leg and the "Process" leg. Both need direction to function.
Both need to be going in the same direction at the same pace. Both
need to be applied with the same commitment.
Applying this concept to :
Organisational Change
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Managing the change process
The change agent must
recognise and manage both legs of the programme in a balanced way to get
the benefit of the organisation's efforts. Many change managers and
change gurus put their faith in well organised plans and many
books exist that give guidance on this approach. Planning is
essential in a change programme, however we see planning as a tool
to bring together a number of processes from risk analysis to
re-engineering to customer needs analysis, process mapping,
benchmarking and transition management rather then the key to
change itself. Culture change is a prime example. You can plan all
you want, but if you don't understand the human leg you won't get
to the hearts & minds that are part of the culture.
The key
starting element of any change programme is to identify the need for
change. The need for change is the rationale or "WHY" that creates
urgency and belief within the organisation. It must be factual and
believable and make clear the cost of not changing as much as the
benefits of change. The leadership of the organisation needs to be
fully versed in the "WHY" to be able to face the challenges that will
come from within the organisation.
Once the "WHY" is clear, it is necessary to have clarity of "DIRECTION".
Without clarity of direction, employees will choose different paths to
solve the "WHY". Each path may be perfectly acceptable, but the power
of the organisation can only be harnessed if everyone walks in the
same direction. It is necessary to differentiate direction from "THE
ANSWER" at this point. Where we are going is different from how we
will get there.
Once the "WHY" and the "DIRECTION" are known, a "VISION" can be articulated.
This vision must be shared across the organisation or it will be
worthless. The "VISION" should be simple, memorable, easily understood
and have meaning to the employees as people. A good vision will paint
a picture of somewhere people will want to go.
With the "WHY", "DIRECTION" and "VISION" in place we can create a "climate for
change". By communicating these key elements and explaining the
challenge to your people you will create a desire to move amongst the
employees, who will understand what is expected of them and can see
that they need to perform their roles differently to achieve the
vision.
This
desire for change is necessary to turn change from something to fear
and something that is happening to you to something that you are part
of and can influence. Communication is one of the most vital
processes to create this desire for change.
Applying this concept to :
Organisational
Change
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Communication for change
Good communication
is the cornerstone of any change programme. With communication
comes understanding. Communication shows respect for people, and
gives them a part to play in the process. Communication is the
greatest reducer of fear of change in your toolbox.
Good
change communication is honest, consistent, and regular, which seems
really obvious but rarely achieved. There are a number of key actions
and values necessary for good communication to work.
CONTINUAL. A regular flow of information will help people feel
involved and ease fears that come with a feeling of "not knowing what
is happening"
FEEDBACK.
Processes that allow people to ask questions, give ideas, pass comment
etc ensure that employees feel involved. Being involved reduces fear
and galvanises the organisation in pursuit of the desired outcomes of
change.
REPETITIVE. Key messages must be used routinely and frequently.
Employees will not believe you if you keep changing your mind. They
will believe you if you keep stressing the key messages. Find the key
messages and stick to them! We know that this is hard for the
intelligent leader (after all coming up with new ideas is what you are
there for!),
OPEN.
Keep people informed about what is happening. Don't just wait until
you have the answers. Let people know what is happening to get to the
answers. The fact that they know something is being done will
alleviate fears.
HONEST.
Tell the truth. If you don't know the answer, say you don't know. If
you have not made a decision, tell them what you will do to get to
that decision. Hiding the truth builds distrust, and shows that you do
not respect the employees.
Applying this concept to :
Organisational
Change
Team Change
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