| Effective change only takes place with tacit agreement
amongst those who will be part of the change. Imposition doesn't work.
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That means tackling the right issues in a way that is credible to those
involved.
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| The way to do this is to lead and engage constructively
the parties who need to be involved, both in the identification of the problem
and in the development and implementation of the solution. |
| Our approach to organisational change is detailed further on this page. |
OrgChange Processes
The way data is collected and used has a big influence on how much people trust it and how far they are prepared to let it take them.
We show people that the data is reliable and relevant. We find out what is happening by talking to those involved or affected, and by using surveys, psychometrics and analysis. Then we build on that data.
| Listening |
| Dialogue |
| Facilitation |
| Conferences |
| Surveys |
| Focus groups |
| Delphi technique |
| Managed meetings |
| Workshops |
| Interviews |
Solution Development
The key issue in solution development is ownership of the process and the outcomes.
We find ways to ensure that the people with knowledge of the issues and the people responsible for making the solution work both have a role in designing and implementing it.
| Common view of the future |
| Agreed goals |
| New processes |
| New organisation |
| New strategic direction |
| New behaviour |
| Personal involvement |
| Agreed values |
Analysis and Diagnosis
The key analysis issue is finding and interpreting the relevant data.
Not only quantitative financial, technical and operating information, but also what the principal players believe is happening to them and around them, and why.
| Leadership perspective |
| Management perspective |
| Employee perspective |
| Operating results |
| Context and history |
| The current framework |
| Supplier perspective |
| Customer perspective |
Engagement And Buy-in
The key to effective engagement is honest, transparent dialogue leading to a truth that all parties can recognise.
That means listening to and under-standing other views and finding a way to relate them to each other and to the changes underway.
| Dialogue |
| Understanding |
| Building trust |
| Involvement |
| Establishing common ground |
| Consistent goals |
| Intellectual acceptance |
| Emotional commitment |
Successful Managed Change
Successful change is a transparent mix of 'top-down' and 'bottom-up' initiatives and engagement.
Imposed changes will be rejected. Individual personal discovery is too slow and inconsistent. We need an energetic interactive way of bringing about change.
| Positive and responsive leadership |
| Clear and agreed priorities |
| Integrated with Business-as-Usual |
| Builds on other initiatives |
| Two-way communication |
| Stimulates and reinforces learning |
| Just-in-time training |
| Walking the talk |
| Values turned into behaviour |
