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I re-formatted my computer yesterday and instead of using my imaged backup I chose to start from scratch. Which seeded a train of thought about Chosen Change. As individuals there are countless opportunities to choose change- jobs, hobbies, friends, networks, environment, etc all have the potential to be tweaked, molded and turned upside down. The more that is upended at once the greater the possibility of different perspective, approach and, possibly, results.
While virtually impossible in most cases there are large systems that would benefit from upending chosen change- (caveat US and California viewpoint) the educational system, the health system, the legal system, the political system, fill in your own.
It occurred to me while working on a paper for an upcoming change management conference that silos will always exist in some way. There are times when that is a good thing.
Tight intact project teams
Virtual organizations tasked with specific deliverables
Boards of Directors (OK that one is good and bad)
Transactional functions
I am potentially using the picture on the left to illustrate a change entity in an organization. The straight spokes represent functions and the circular connections illustrate project, program, initiative, transformational effort (from the inside to the outside).
Change success (the accomplishment of business objectives near and long term) requires connecting work and motivation to vision/idea/change and vice-versa. That means strategy must make sense and the "make sense" must be transferred to the employees in a way they will accept.
While this seems obvious I find most executives understanding it only on a surface level.
If this loop of idea and work does not exist and/or is not understood then that is the first step in the process of introducing change ideas. With a clear understanding of what it takes to get things done, assuming a change idea will facilitate that process, anyone in the organization should be able to communicate an idea.
This is a preview of Preparing for the next great idea- Extra ingredients for Change Management . Read the full post (174 words, estimated 42 secs reading time)
There are many times in business where I watch "best practices" being repeated (and cringe). In change that happens when the practitioners get together to decide what works. The process of coming to that decision is much like the one they would use for “readiness assessments” usually based on a resistance model. If the stakeholders they ask say they resisted less as a result of the model or approach then the practitioners feel they have a best practice. And so the loop feeds itself.
If you start with one assumption- in this case a resistance model- and that assumption is wrong you can never have a best practice.
This is a preview of Best practices- Assumptions that feed the loop . Read the full post (140 words, estimated 34 secs reading time)
Connecting the work of individuals to the strategy of the organization. Placing the strategy of the organization in context with the motivation and work of employees.
If, as a stakeholder, I know how my work fits in and how I can effectively contribute then change management has been successful. If that can be repeated for multiple initiatives, programs and projects then change management has been culturized.
Permanent link to this post (67 words, estimated 16 secs reading time)
Change Management communication has four phases.
Idea communication
Awareness
Project Communications
Gauging success
idea communication-
This is the time that the original idea goes through the process of matching to corporate strategy and connecting to the experience, perspective and knowledge of stakeholders. Obviously not everything can be communicated. A sensible level of transparency during this stage will be rewarded in later phases with increased participation and productivity.
awareness-
These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
Successful change management communication informs stakeholders of the time and place for their work.
Time-
is the relationship of stakeholder work and participation to the total amount of time for the initiative, the time frame of the phase(s) they are included in and the period they will need to accomplish their tasks.
Place-
is the relationship of that work to participation and tasks that occur before and after their own (and possibly a connection of importance to the bigger picture).
Well of course this is simple time and project management right? If we communicate what is happening then we are doing a good job.
This is a preview of Where are we and how do I fit in? Change Management Communication for the Stakeholder . Read the full post (468 words, 1 image, estimated 1:52 mins reading time)
Plan ahead for levels of growth by structuring your organization with a change component.
Each layer of growth in a firm typically adds a layer of titles; each new title has the potential to create a new silo. Eventually it becomes difficult to move the organization fast enough to grow again.
If from the first stage of growth someone is responsible for horizontal connections (collaboration, communication, training across functions, diagonal mentoring etc) your culture will build around working together on the companies business objectives.
This is a preview of Planning for Change from the Beginning- Change Management for fast growth companies . Read the full post (225 words, 1 image, estimated 54 secs reading time)
Trends I am seeing that will influence change management’s future-
- Stakeholders get it- often more so than their leaders
- Executives are trying to establish control over the various organic change movements within their organizations
- External consultants are endlessly debating the definitions of project management (PM) and Organizational Change Management (OCM)
- The Big 3+ firms are subbing independents for strategy and high level change work
- PMO’s are being used less and less as the placement area for change agents and change management consultants
This is a preview of One future of Change Management- Up high, partly inside and boutique . Read the full post (253 words, estimated 1:01 mins reading time)
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