There are common change processes that face most organizations. Some of the changes affect the processes of doing business and some of the changes affect the people within the organization.
Drawing from this week's lecture and readings, choose one of the common change initiatives and define the issues that might emerge at the "front line" for those responsible for implementing or facilitating the change.
Be sure to support your points with the concepts discussed in the text.
Two Lecture
Our change challenges this week focus on the evaluation and analysis of change processes and those fundamentally responsible for the process. The overall idea is about the actions of leading change and where effective change begins. Is change about the ideas for change or the actions for change? Where does the importance lie within the organization? And once again, how does on move from setting the goals of change to achieving a successful change outcome?
The pressures of change come from a multitude of internal and external sources at varying levels of urgency. Some change requires specific planning and development for implementation and facilitation. There are other change dynamics that require rapid action with sustainable results. Understanding the drivers of change helps the leader to formulate the proper actions and process for the change initiative.
According to Tichacek (2006), the first step to change management should be to clearly define the reason behind the change. So, what are some of the pressures and considerations that drive change? Well, consider competition and the environment. The savvy organization must always be mindful of the competition and the strategies used to gain market share and be profitable. Without a proper change strategy, the organization could find itself falling behind in the marketplace.
The environment, along with industrial and governmental regulations, plays a vital role in the overall success and profitability of the company. Being mindful of and developing strategic actions to review and deploy change procedures to meet the requirements in both the marketplace and the environment help the organization succeed.
Other variables to change might include the culture, product revision, a change of vision, or a change of leadership. Perhaps it is part of the long-term strategic plan for the organization to make a specific change at a specific time. Whatever the reason, we know that change is inevitable and must be treated as an important action within the organization. Consideration should also be given to the language of change. Rather than just enforcing change, is it possible to dialogue a revision, a transformation, or possibly a modification to the current operation (Tichacek, 2006)? Could the dialogue help make the actual change palatable?
Understanding the drivers of change helps to formulate the diagnostic tools needed to evaluate and analyze the change process. While there are numerous models to facilitate the change process, it is important to know that there are core aspects for successful change. Does the change require a top-down movement or a levelized buy-in from all participants and shareholders? Once the total change package is defined the change tool or change model required to design, implement, and facilitate change will be easier to determine.
Without a doubt, as we review the topics for this week we recognize that change requires both input and action from all parties. Developing long term and sustainable change requires a clear understanding of the reasons behind the change and the actions and behaviors required to implement the change. Once the guidelines and the roles are established, the change initiative itself becomes more personal, therefore developing ownership among the participants.
Forbes School of Business Faculty