Managing Change

Wisdom lies neither in fixity nor in change, but in the dialectic between the two
Octavio Paz

Your organisation can respond actively and creatively to the phenomenal changes and challenges it is currently facing and build its capability to face further, exponential, increases in the rate of change.

The way to achieve success in management of change is to ensure that individuals and teams have sufficient support and sufficient challenge to enable them to develop new ways of working with new attitudes and new behaviours.

Attending to the human side of change is the single most important factor influencing whether the organisation is going to succeed or not. Supporting people through change and providing them with the space and the time to respond to change positively is key.

For change to be successful and self-sustaining there needs to be feedback loops and learning loops installed into the change process together with the willingness and openness of those driving the change effort to engage in meaningful inquiry based on valid data.

Dealing with the way the organisation responds to change (be it with enthusiasm or resistance, overload or conflict) is a critical predicator of the organisation’s overall ability to make effective change stick. It is the grist for the mill of organisational transformation.

Through the use of individual and team assessments, cultural surveys and 360° feedback programmes we can undertake and determine the most effective way of overcoming barriers to change and work with those key parts of the organisation which can then become the critical mass for transformation.

Transitional Space can help you manage change better through various interventions:

• Coaching through Organisational Change
• Change Management Audit
• Change Management Consultancy
• Consultancy support in Developing the Sustainable Organisation
• Accredited Training in Change Management

Have you a process for identifying the key external and internal drivers?

Do you know what you need to know, a process for collecting the data and a rigorous decision making process?

Have you identified, analysed and engaged all stakeholders?

Have you created a shared vision of the future?

Have you got a compelling business case for the changes and their benefits?

Are you clear about your underlying principles for the change and values for the organisation?

Are you satisfied that both Task and People Processes have been covered?

Are you clear how planned and how emergent your change strategy needs to be?

Do you have a rigorous project management methodology to draw upon if needed?

Do you have clear decision making and problem solving in place?

Do you have a credible change team formed?

Have you identified, analysed and engaged all stakeholders?

Do you have a plan to communicate, involve and engage all stakeholders?

Have you created a “facilitating environment” for change to happen?

Are managers throughout the organisation clear of their roles and responsibilities in the change?

Is there managerial capacity and capability to manage the changes?

Are staff clear as to what the changes are and how they will be affected?

Have you created a culture for dialogue to occur?

Are the implementation plans linked to strategic objectives and organisational realities?

Do you have a rigorous project management methodology to draw upon if needed?

Do the change team and related areas have the right structure, processes and governance in place?

Is there adequate access to coaching, supervision, training and development for managers and staff?

Are there effective monitoring and evaluation processes and feedback loops in place?

Have managers and staff been provided with the necessary ongoing support and challenge for the changes?

Have steps be made to help people through the transition process?

Are the necessary training and development interventions in place?

Is disturbance seen as an appropriate response and steps made to ameliorate it?

Is communication and dialogue continuing on an ongoing basis?

Have the necessary connections been made between the different parts of the organisation?

Have the embedding processes been installed?

Are there ongoing effective monitoring and evaluation processes and feedback loops in place?

Are the different aspects of a learning organisation being developed?

In what ways have the changes become business-as-usual and what is still left to do?

Are you addressing the different dimensions of leading change?

Have you identified the leadership task within the change?

Do you understand the leadership roles within this change?

What are the key competencies of change management?

What are the most appropriate leadership styles?

Are you juggling the different dimensions of:

- Outputs & Outcomes -
- Developing & delivering business outcomes
- Stakeholders & Interests - Mobilising influence, power & authority
- Emotions & Culture - Enabling people& culture to adapt; whilst...
- Maintaining the appropriate authenticity and congruency in your leadership style

Bounds should be set to ingenuity for being so cruel In bringing change unheralded on the unready
Robert Frost

If you want to enhance your change management capability contact us now

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