Winston Churchill was quoted as saying, \u201cThere is nothing wrong with change, if it is in the right direction\u201d (Wisdom to inspire). I believe that this is often true. Particularly when it pertains to organizations making decisions about the changes to their structure and the process by which they should come to a decision should involve complex analysis.<\/p>\n
In my career, I have had the opportunity to participate in transformations in private sector organizations as well as similar initiatives in government and crown corporations. Based on my observations the drivers behind the need for change, the methodologies and processes selected, vary within those environments, however, the overall goals are similar.<\/p>\n
For this blog post, we were asked to consider four questions. One in particular stood out for me.<\/p>\n
What role does leadership play in managing change?<\/strong><\/p>\n Keeping that in mind, while reading the articles for unit 2, I noted that there were a number of theories, strategies and models (Biech, 2007). \u00a0For me, there was an almost overwhelming body of knowledge that made me realize I would need to focus on what resonated the most for me. To that end, the CHANGE Model outlined by Biech (2007) included six steps that present a logical process, while allowing for overlap and adjustment throughout. The six steps are:<\/p>\n In particular, I believe step 2 is crucial to ensure leaders are united in their understanding of the change and their role to visibly support the change. If not, the success of the initiative risks being undermined by the very people who have been enlisted to support it. The potential risks are significant as Biech notes here, \u201c\u201cWe know of another example where it took four years to implement a telecommuting plan. Why? Resistance from the middle of the organization stonewalled the plan\u201d (2007, p. 2).<\/p>\n Further to that I saw some connection to the seven change management best practices outlined by the Prosci methodology which are:<\/p>\n The potential pitfall of not engaging with middle managers in step seven is noted in this statistic, \u00a0\u00a0\u201cMiddle managers were revealed as the most resistant group in Prosci\u2019s research, with 43% of participants identifying managers as the group most resistant to change\u201d (Prosci, n.d. p. 8).<\/p>\n Al-Haddad and Kotnour (2015) also highlighted the effect of leadership support stating, \u201cLeaders can be seen as change makers who guide the organisations into the desired state of future performance (p. 240). Like Prosci, they too, specified the need for an organized approach, \u201cMoreover, it is important to adopt a methodological process to achieve the desired outcome\u201d (Al-Haddad & Kotmour, 2015, p. 254).<\/p>\n Although I believe all of the steps in a change management initiative are important, I do think some are critical. Specifically, as I\u2019ve emphasized in my post, the role of leadership and the adoption of a structured, organized approach. Because as Benjamin Franklin stated, \u201cIf you fail to plan, you are planning to fail\u201d (Goodreads, n.d.).<\/p>\n Photo by\u00a0Nick Jio<\/a>\u00a0on\u00a0Unsplash<\/a><\/p>\n References<\/p>\n Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change.\u00a0Journal of Organizational Change Management,\u00a028<\/em>(2), 234-262. Retrieved from\u00a0https:\/\/doi-org.ezproxy.royalroads.ca\/10.1108\/JOCM-11-2013-0215<\/a><\/p>\n Biech, E. (2007). Models of change. Thriving through change: A leader\u2019s practical guide to change mastery<\/em>. Alexandria, VA: Association for Talent Development. Retrieved from\u00a0https:\/\/royalroads.skillport.com\/skillportfe\/assetSummaryPage.action? assetid=RW$1544:_ss_book:22651#summary\/BOOKS\/RW$1544:_ss_book:22651<\/a><\/p>\n Goodreads. (n.d.) [webpage] Retrieved from https:\/\/www.goodreads.com\/quotes\/460142-if-you-fail-to-plan-you-are-planning-to-fail<\/a><\/p>\n Prosci. Best practices in change management. Thought leadership articles (n.d.) Retrieved from https:\/\/www.prosci.com\/resources\/articles\/change-management-best-practices<\/a><\/p>\n\n
\n