So my first question is about transformation, organizational
transformation and how that happens or becomes a reality. Does anyone have
summaries on that; benchmarking, best examples; books, articles, papers
they would recommend or people to contact.
Secondly, I think I have learning covered, (although I find myself asking
what is the relationship between learning and change). But I want to make
sure I am in sync and up to date about change, especially organizational
change and change management, and what they mean, what works or is
successful. I know that change and change management has been discussed,
but would like to locate any summaries on it; best practices, examples
plus the books, articles, papers, people you would recommend.
Lastly, one possibility from the interview is a project lead position that
would be managing learning and training projects. Could you share any
experience or writings about project management and learning?
I have enclosed some random thoughts on change that will hopefully be
helpful for you.
Thanks, Randy
Randy Bennett
1115 W. Lunt
Chicago, Il. 60626
312 338-9525
Fax 312 549-1210 (with my name on it)
CHANGE
Random thoughts about change...........
Thoughts, comments, additions are welcome.
Build relationships; establish trust, rapport with those making or having
to make changes.
Use teams to make changes
Form teams with a vertical slice---representatives of all those who will
be impacted or affected by change or who will be stakeholders or
customers, including top management.
And team members must be part of any change right from the beginning and
be partners, co-creators.
As we all know, change must come from the top, have their buy-in so top
management must be part of any change teams.
Top management can't just say they want change; it must be backed up with
action in multiple ways---presentations to all employees; write ups in
company publications; being part of the change team; walking around and
talking with people about the change and why, etc.
AND ANY CHANGE HAS TO BE PART OF THEIR JOB AND WHAT THEY ARE ACCOUNTABLE
FOR AND NOT NOT JUST SOMETHING ON THE SIDE.
Think of the people, dept or organization affected by change as a culture
and that you are entering into a foreign country, even though it's your
own country, company or department.
Change is really cultural change.
See from their eyes, thoughts, experience
Must know their underlying beliefs, values, assumptions.
What are their priorities
What motivates, drive them; what are their needs
What's their vision, purpose, goals?
How are their beliefs, values, priorities, needs met, fulfilled.
Then show how the change can fulfill their values, priorities, needs,
goals and do it better or make great improvements.
Can't take away anything without putting something else in its place.
Must recognize and account for the shake up in comfort zone and basic
security, safety needs. Use Maslow's hierarchy of needs as a guide
starting from the bottom up.
Provide support, a support system for those involved in change. Ties right
back into having teams and the purpose they can serve.
"They" refers to those who will be making change or impacted/affected by
change.
>Think of the change process not as just jumping into the swimming pool or
hot tub,
>but starting off slowly sticking the big toe in first.
>
>Start off with why any change is being considered and what the reason,
need, problem, issue, goal is.
Here are some new ideas and what is being considered to address the need for
change.
>Get feelings, reactions and process them.
>
>Hear what the objections, concerns are and how they might be addressed.
>
>Let the change and any action steps emerge from focus groups and
discussions about
>how to address the need for change and what the necessary changes should be.
Start change with those who have the energy, enthusiasm for change; the
risk takers, pioneers.
Start off small and gain victories, successes for others to see or hear
about
Put change in a broader perspective or the big picture (context) of what
we all want or have in the common.
Show the reason, need, purpose for change, a change and how it will meet
organizational and individual vision, goals, objectives
Find out their change style; are they pioneers, settlers or status quo
seekers.
Talk about how they feel about change; what their experience is; how they
have dealt with or responded to change in the past. They may be open to
change, but have had bad experiences.
Change has to be seamless and interface with what they are already doing
and improve it, make it better.
As much as possible, the change, new initiative has to be part of the job,
job descriptions and what they are paid to do and accountable for; work
plans and goals; getting raises, promotions; performance appraisal.
As mentioned that has to be true for top management as well---everyone in
the vertical slice.
--Randy Bennett <randyb@popmail.mcs.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>