subject: Change Management For Middle Managers - The Pre-modification Initiative Review + Cultural Analysis [print this page] Lets us assume that you just and your informal and formal team have met a number of times, and a shared high-level perception of the initial objective has currently emerged. This suggests that you just now have a shared read of the organisational want for the change, the specifics of what will change, the advantages of the amendment, and therefore the impacts of the change.
You're well awake to the need to reach a shared high-level perception of the initial objective with at least eighty% of all people who represent the formal power and political influence in your organisation. In recognition of this you extend the process across each space of your responsibility inside the organisation that is possible to be impacted by the change initiative. To facilitate all this you would like to:
Produce a guiding coalition - drawn from the formal and informal networks of your groups - to steer the modification initiative and support any amendment team that your boss could have established.
If your boss has not established an organisation-wide change team, then you appoint a change team at intervals your areas of responsibility with the appropriate skills and resources to steer and manage the initiative
Adopt a structured methodology to undertake an intensive pre-designing exercise and cultural analysis.
Conduct an in depth and intensive pre-amendment initiative review and cultural analysis involving all of, or a vital cross section of, areas of your organisation that can be impacted by the amendment initiative.
Stalling Points
"Why trouble with all that - let's just get on with it?"
You will expertise pressure from your boss and/or colleagues who see all this as a complete waste of time and who will request to persuade you to "just get on with it"
You'll yourself be tempted to "simply get on with it"
Having clarified the "huge plan" and obtained a measure of support and momentum, one in all the commonest mistakes is to dive straight into a project or task level implementation of the good idea... and it nearly invariably fails
The processes made public here may seem time consuming, and they are, but they're lot less time consuming than the resource and energy that you simply and your team will rather be expending as you attempt to salvage a change initiative that fails
Failing to understand and take full account of your organisation's maturity
Another usually over-looked factor that contributes to change failure is that there are limits to how far and how briskly individuals and organisations will change. It's essential for you to own a cognitive map and analysis that facilitates your understanding of this in relation to your organisation
You wish to grasp where your organisation sits on a amendment management maturity model, a project management maturity model and a programme management maturity model
Understanding and taking full account of your organisation's maturity in each of these disciplines can give a robust indication of your organisation's overall ability to manage each of these disciplines in a method that will support your strategic goals generally and this modification initiative in explicit
This understanding will enable you assess how far and how fast your organisation has the capability to vary, and the suitable resources that will be needed to maximise this
Failing to perceive and take full account of your organisation's cultures
Organisational culture is the single biggest determinant of how people in your organisation will behave - and particularly in the context of a step change. It can over-ride education, intelligence and common sense
You can't make a successful step modification (and realise the benefits) while not changing your organisational culture
You can't modification your organisational culture - or a lot of accurately, cultures - without first understanding the culture(s) and where the gaps and areas of "cultural dissonance" are located and subsequently how this can be completely different in the modified organisation
Your people want to grasp: "this is what we have a tendency to appear as if now" to be able to recognise: "this is often how we tend to need to be"
You - and your change team - would like to know where the supportive and resistant sub-cultures are located therefore that you can determine the people who inhabit this range of sub-cultural attitudes and behaviours (that could or may not be receptive and open to alter) and into the identification and mapping of the networks of these individuals
The identification, development and support of the supportive subcultures, people, "natural leaders" and their informal networks is essential to overcoming resistance and to your achievement of a successful amendment initiative
Important Action Point
Just do it! Undertake the pre-amendment initiative review and cultural analysis.
Your pre-change initiative review and cultural analysis can offer you, and your change team, with the input to the preparation and delivery of an executable amendment initiative programme arrange and subsequent project and task level plans.
The benefits of involving all, or a significant cross section of, areas of your organisation that can be impacted by the amendment initiative are:
You perceive as totally as doable the impact it is seemingly to own
You achieve a larger level of early acceptance
You get a wider spectrum of inputs to the whole method
You reduce the danger of creating assumptions
You get shared clarity across the organisation as to what, why and how the organisation will look after the amendment
You, your coalition and your modification team understand how you are visiting reap the advantages from the change.
