idea-space

Change Management - Consolidating change erstellt von raimund.hudak

Relevance and need

Gepostet von raimund.hudak in category: Setting the research focus
What do we want to study, what is the problem?

Often, change efforts fail because people stop driving deeper change too soon – so it’s essential to keep supporting people to make more and larger changes that will stick. Whenever you let up before the job is done, critical momentum can be lost and regression may soon follow.
 

    Research gap

    Gepostet von raimund.hudak in category: Setting the research focus
    What is the gap in the current body of knowledge we need to address?

    Leadership is invaluable in surviving Step 7. Instead of declaring victory and moving on, these transformational leaders will launch more and more projects to drive the change deeper into the organization. They will also take the time to ensure that all the new practices are firmly grounded in the organization’s culture. Managers, by their nature, think in shorter timeframes. It is up to leaders to steer the course for the long-term. Without sufficient and consistent leadership, the change will stall, and succeeding in a rapidly changing world becomes highly problematic.
     

      Context

      Gepostet von raimund.hudak in category: Setting the research focus
      What is the context we need to address?

      Remember that the change process is not as linear as the steps may suggest; you need to continue to create urgency, engage and revitalise your guiding coalition, revise your strategy, and ensure actions are being completed and celebrated.
      Declaring victory too soon is like stumbling into a sinkhole on the road to meaningful change. And for a variety of reasons, even smart people don't just stumble into that hole. Sometimes they jump in with both feet
       

        Research question

        Gepostet von raimund.hudak in category: Setting the research focus
        What is the research question?

        Continue to remove or minimise barriers

        *Continue to remove or minimise barriers
        The four main barriers that often need removing or minimising are:
         
                                            
        Structure
                                            
        Skills
                                            
        Systems
                                            
        Resistant managers / staff
                                
         
        Review the barriers and gauge which are the most important ones to address for your particular change. You can then determine the most workable solution for your change context.
         
                                            
        Structure
                                                            
        Examples:
                    
        • Multiple areas must work together but the needed resources and authority are fragmented throughout the organisation 
        • Functional silos drive different focus and priorities 
        • Teams within departments don't communicate with each other 
        • People are told they can act and then find that middle managers must approve decisions 
                                            
        Suggestions:
                    
        • Align authority with responsibility. Ensure that position descriptions accurately reflect the power to accomplish the tasks for which people are accountable 
        • Clarify priorities for people who report to multiple groups. Take time to resolve competing priorities/ initiatives 
        • Make it clear to all groups how they will be measured and monitored 
        • Create a structure for the initiative that is consistent with the vision. The vision should drive responsibilities, resources and information towards the goals 
        • Ensure that people are not restricted from making decisions and implementing action that they need to take to support the change effort
                                
         
                                            
        Skills
                                                            
        Examples:
                    
        • The new environment often requires attitudes, knowledge and skills that are different from those needed in the past 
        • A lack of necessary skills can slow or even stall needed action 
        • Habits built over the years may have lost their relevance in the new context, but nevertheless are very hard to break 
                                            
        Suggestions:
                    
        • Explicitly define the new behaviours and identify the knowledge, skills, abilities and attitudes that will be needed to succeed in the new working environment 
        • Visit other sites or teams where these skills and abilities are practiced 
        • Ask people what skills they have and what they will need to be successful 
        • Test how the new skills will work in the new environment 
        • Identify those with the skills and attitudes to flourish in the new environment and use them to mentor or support others
        • Provide appropriate training to develop skills and attitudes, at the right time, for the right skills using the appropriate approach 
                                
         
                                            
        Systems
                                                            
        Examples:
                    
        • Performance is measured on criteria that are not aligned with the desired results 
        • Informal communication supports old behaviours and values 
        • Systems reward behaviours that are no longer important or relevant 
        • Promotions are based on loyalty to individuals 
                                            
        Suggestions:
                    
        • Ensure performance appraisals include elements that demonstrate commitment to the vision 
        • Publicly praise actions that support the new way of working 
        • Make promotion decisions open and objective 
        • Ensure recruiting and hiring processes select those who are aligned with the new environment 
                                
         
                                            
        Resistant managers/staff
                    
                    
        Resistance can be waiting in the wings to re-assert itself. Even if you are successful in  the early stages, you may just drive resisters underground where they  wait for an opportunity to emerge when you least expect it. They may  celebrate with you and then suggest taking a break to savor the  victory. Be aware of subtle resistance that can still have a major impact on your change process - and counter it by never letting up!
                    
                                                            
        Examples:
                    
        • Withholding information or resources from those who need them 
        • Undermining the credibility of those proposing and driving the change effort 
        • Refusing to participate in subtle ways 
        • Micro managing the groups activities 
        • Fostering a climate of political back biting and "us versus them" 
        • Treating any change effort by a team member as disloyalty 
        • Controlling all decisions and incoming/outgoing communications 
                                            
        Suggestions:
                    
        • Confront resistance directly one on one; remember groups don't resist, individuals do 
        • Engage resisters in a sincere and honest discussion about their concerns 
        • Provide resisters with opportunities to resolve the problems 
        • Always deal with people in a fair, straight forward and timely manner 
        • If alterations in management are necessary proceed in a way that is clear, honest, direct and timely 
                                
         
         

          Literature

          Gepostet von raimund.hudak in category: Preparation
          Identify key literature on the topic
           

            Prepare data

            Gepostet von raimund.hudak in category: Data Analysis
            Prepare the data and distribute roles for data analysis
            Some information can be found here:
                
                 http://idea-space.eu:19001/up/cede0e845506731dc913b0c4e7993788.ppt 
             

              Analyze, Elaborate, iterate

              Gepostet von raimund.hudak in category: Data Analysis
              Analyse and elaborate on the findings, iterate and reach the key results of your research effort
               

                Distribute tasks and roles

                Gepostet von raimund.hudak in category: Article writing
                Distribute tasks and roles for the article writing
                 

                  Write, iterate

                  Gepostet von raimund.hudak in category: Article writing
                  Write the publication and iterate towards a harmonized presentation
                   

                    Submit

                    Gepostet von raimund.hudak in category: Feedback and next steps
                    Submit your material and presentation here:
                    Upload the document HERE: