Manage Organisational Change BSBINN601B
Manage Organisational Change BSBINN601B Element Three: Implement a change management strategy “Seek first to understand, then to be understood” Habit Five of The 7 Habits of Highly Effective People by Stephen R. Covey. Source: Learn Out Loud
3.1 – 3.3 Develop communication/education plans in consultation; promote benefits and arrange activities > Some stakeholders may include: – – – –
Customers Business managers Direct manager / supervisors Existing staff
3.1 – 3.3 Develop communication/education plans in consultation; promote benefits and arrange activities > The needs of the various groups/individuals should be determined in relation to their concerns about the proposed change. > In fact, do the stakeholders know: – what the change is – the objectives and – what the section should look like after the change? These are all basic issues which need to be clarified and (according to Kotter) should be an excellent ‘launching pad’ for a successful change initiative.
A plan should contain a number of activities which include an objective for each, a start and completion date of the stage, who is involved and the resources required. > Activities may include: – action research – career planning – inter-group team building – job redesign – sensitivity training – succession planning – surveys (with feedback) – team building – termination or redeployment – training – transition analysis
Activity > Research and forum – With respect to your specific change proposal,
identify the main people (stakeholders) affected by the proposed change – Research and discuss the types of activities which a change implementation plan could involve – How could you communicate your change process and implementation activities in a credible way? Document your response on the forum
3.4 Consult with relevant groups and individuals for input to the change process > Here are three ways that stakeholders may be consulted: 1. Surveys are a cost-efficient way to gain input from a large number of people. On-line surveys will even tabulate themselves these days. Make sure you are asking the right questions to get at the information you need, and that respondents are representative. 2. One-on-one meetings are an excellent way to build personal relationships while gathering data. 3. Multi-stakeholder consultations bring together various stakeholders in a neutral forum, and are powerful tools for sharing ideas, building consensus and developing commitment to the end product.
3.5 Identify and respond to change barriers > A risk management process involves: – methodically identifying the risks surrounding your – – – – –
business activities assessing the likelihood of an event occurring identifying which events would cause the worst problems (impacts) understanding how to respond to these events putting in place systems to deal with the consequences monitoring the effectiveness of your risk management approaches and controls
Activity > Record the barriers to change regarding your change project. > Identify and prioritise the risks associated with your change project, along with strategies to mitigate each risk – table these.
3.6 Action interventions and activities set out in project plan in accordance with project timetable
> When a check is made on expected completion dates it may be that you have to negotiate the timing of stages and completion dates with each of the stakeholders. This may even be necessary if it becomes obvious that a date is not going to be achieved, perhaps because a stage is not being completed as quickly as it should, or there is a change in a factor out of your control.
3.7 Activate strategies for embedding the change > Below are a number of ways to reduce the probability of the section reverting to the ‘old ways’ of only face-to-face delivery. Some are suitable to use in this situation while others are: – Evidence stream – Golden handcuffs – Institutionalisation – New challenge – Get them looking to the future – Rationalisation trap – Reward alignment – Rites of passage – Socialising
3.8 Conduct regular evaluation and review
> Building regular reviews into the plan is a vital aspect of a good plan and manager. – Key performance indicators (KPIs) are used by managers to check how the plan is going (Refer to the following two great resources regarding KPIs) – http://toolkit.smallbiz.nsw.gov.au/part/6/30/142 – http://www.ap-institute.com/Key%20Performance%20Indicators.html
– Continuous learning is essential – if quality
improvements are the ultimate aim reflect on the following cycle developed by Dr W Edwards Deming
3.1 – 3.3 Develop communication/education plans in consultation; promote benefits and arrange activities > Some stakeholders may include: – – – –
Customers Business managers Direct manager / supervisors Existing staff
3.1 – 3.3 Develop communication/education plans in consultation; promote benefits and arrange activities > The needs of the various groups/individuals should be determined in relation to their concerns about the proposed change. > In fact, do the stakeholders know: – what the change is – the objectives and – what the section should look like after the change? These are all basic issues which need to be clarified and (according to Kotter) should be an excellent ‘launching pad’ for a successful change initiative.
A plan should contain a number of activities which include an objective for each, a start and completion date of the stage, who is involved and the resources required. > Activities may include: – action research – career planning – inter-group team building – job redesign – sensitivity training – succession planning – surveys (with feedback) – team building – termination or redeployment – training – transition analysis
Activity > Research and forum – With respect to your specific change proposal,
identify the main people (stakeholders) affected by the proposed change – Research and discuss the types of activities which a change implementation plan could involve – How could you communicate your change process and implementation activities in a credible way? Document your response on the forum
3.4 Consult with relevant groups and individuals for input to the change process > Here are three ways that stakeholders may be consulted: 1. Surveys are a cost-efficient way to gain input from a large number of people. On-line surveys will even tabulate themselves these days. Make sure you are asking the right questions to get at the information you need, and that respondents are representative. 2. One-on-one meetings are an excellent way to build personal relationships while gathering data. 3. Multi-stakeholder consultations bring together various stakeholders in a neutral forum, and are powerful tools for sharing ideas, building consensus and developing commitment to the end product.
3.5 Identify and respond to change barriers > A risk management process involves: – methodically identifying the risks surrounding your – – – – –
business activities assessing the likelihood of an event occurring identifying which events would cause the worst problems (impacts) understanding how to respond to these events putting in place systems to deal with the consequences monitoring the effectiveness of your risk management approaches and controls
Activity > Record the barriers to change regarding your change project. > Identify and prioritise the risks associated with your change project, along with strategies to mitigate each risk – table these.
3.6 Action interventions and activities set out in project plan in accordance with project timetable
> When a check is made on expected completion dates it may be that you have to negotiate the timing of stages and completion dates with each of the stakeholders. This may even be necessary if it becomes obvious that a date is not going to be achieved, perhaps because a stage is not being completed as quickly as it should, or there is a change in a factor out of your control.
3.7 Activate strategies for embedding the change > Below are a number of ways to reduce the probability of the section reverting to the ‘old ways’ of only face-to-face delivery. Some are suitable to use in this situation while others are: – Evidence stream – Golden handcuffs – Institutionalisation – New challenge – Get them looking to the future – Rationalisation trap – Reward alignment – Rites of passage – Socialising
3.8 Conduct regular evaluation and review
> Building regular reviews into the plan is a vital aspect of a good plan and manager. – Key performance indicators (KPIs) are used by managers to check how the plan is going (Refer to the following two great resources regarding KPIs) – http://toolkit.smallbiz.nsw.gov.au/part/6/30/142 – http://www.ap-institute.com/Key%20Performance%20Indicators.html
– Continuous learning is essential – if quality
improvements are the ultimate aim reflect on the following cycle developed by Dr W Edwards Deming
