Change is so loaded with energy you can almost smell the flame.
What will you, along with your change practitioner need to do to start, contain, fuel and manage that fire?
Start-
Change can begin spontaneously from hidden sparks of energy, It can be the result of an external environmental influence, like a lightning bolt in nature. Or it can be a perfectly built campfire ready for a match to begin the controlled burn. Be aware of how change can, will and could start in your organization and take the steps to have resources and process to deal with the different catalysts for energy.
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Energy- Fueling and Controlling the fire of Change
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What entity, element or approach do you have in your organization that links the separate parts together? And no you the CEO or senior leader does not count (although you do get credit if you assumed that was your responsibility).
HR would like to have that ownership and there is a history in the literature trying to prove and justify their role. But because of the nature of many of the HR functions, governance, performance, compensation etc, it works best as a transactional function.
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Change Management as a Corporate Strategic Element
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Method/approach tends to win out for change management because it is tangible, marketable and can be a baton pass to action and activity. It is an easy way to avoid design/structure. It is based on status quo. Initially, it is less expensive. It can work well for projects that have minimal and visible impact.
Design/structure is, initially at least, less tangible, tougher to measure and easy to own. It is often forced into situations where method has been decided on. It is always a risk and often bucks status quo. It takes the kind of time which can equal the perception of expensive. For whole organization change avoiding, giving short shrift to (http://preview.tinyurl.com/y89th9r) or sidestepping design/structure will make method/approach become very expensive.
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Whole Organization Change- Design/Structure face off with Method/Approach
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A new acronym in my search for the labeling of high level strategic change management.
And this one might have staying power because high level change-
- Requires collaboration, agreement and shared purpose across the first horizontal
- Is often transformational
- Is often cultural
- Typically involves all connected in some way, internal and often external
- Can be killed by the effects of “vertical” in an organization
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