05 Aug 2015
Bringing Change to Life – a real example
by Melanie Franklin
Building a new Change Framework
Just starting to create the change management framework for an organisation that wants to formalise its approach to change management. The organisation has had some successful change initiatives over the last couple of years as well as a couple of high profile failures. It wants to codify its approach to change, bringing in all of the lessons learnt from its successful initiatives.
Start with a workshop
We have held a workshop to refine these lessons learnt into a set of critical success factors:
- Make sure there is a clear line of sight between a change and the strategic objectives of the organisation
- Bring change agents together in multi-disciplinary change agent networks so that the impact of change and potential unintended consequences can be identified from the widest possible perspective
- Don’t assume that everyone will hear your messages about the change first time, so encourage repetition of key messages, creative methods of communication and a wide variety of techniques for gathering feedback
- Ensure that senior mangers visibly demonstrate how they are affected by the change and how they have adopted new ways of working to accommodate the change
- Be explicit about the amount of time individuals are expected to be involved in the change and how much of their business as usual role they can reasonably be expected to carry out at the same time
- Include change management achievements in the performance management system so that all those involved in change can gave their contribution recognised and rewarded
Success factors to build a Change Method
We are now using these success factors as the basis of their change management method, checking that every activity and process in their change management approach helps to achieve one or more success factors. For example, we are looking at the early steps of raising awareness of the need for change and ensuring that our method explains that change communications should explain the species of the change but also put it into context, aligning it to the overall strategic plan for the organisation. This helps to meet the criteria for a clear line of sight between a change and the strategic objectives of the organisation.
As part of this initiative, a number of staff are attending the Change Management Foundation & Practitioner courses I run. By stepping away from their day to day activities, staff are able to think solely about structuring change and learning new ways to implement the new approach. This is particularly useful during ‘downtime’ in the summer but works just as well at cyclical downtimes for other industries.