I had the opportunity to experience a change management simulator recently with a team of other HR colleagues. Due to how our class and exercise was structured, we felt the urgency to draft our change management plans but to re-calibrate it several times before it was even implemented. What made sense one minute may not make sense in light of new information or a new set of eyes. I think when our team took this approach, it had traceable positive effects on our successful performance within the simulator.
A light bulb went on for me ...
As I look back into my experiences and observations on others in the real world, there is a lot of time poured into content development of the change plans and actions. While discussion upon discussion carries on within the business, a path forward is mapped out and it becomes generally paired with fairly high comfort level within the project team. Focus is pointed on development of the change activity (WHAT SHOULD THE CONTENT BE, what is it intended to do, who is involved as a facilitator or participant?). However, I would have to affirm that very little time and energy are spent on reality testing and calibration. Is the activity optimal? Is it in the right order?
Value this process as a team. Check your pride at the door. Call into question every element of your change management plan. Have others question it.
Sunday, February 7, 2010
Change Management: Beyond the Process
As part of my executive development, I had the luxury of learning from a master teacher in change management, Dr. David Herold, over the weekend. He is author of "Change the Way You Lead Change" and has an extensive academic and consulting career developing others on this subject.
His lessons reminded me that whether operating as a consultant or inside facilitator we need to be aware that we often reach quickly for the tools/toolkit and a specific process to execute it. To paraphrase, we hear of a 'problem' or 'set of problems' expressed in the business, and we feel inclined or expected to fix it. Working quickly may not reward you in the end. It is worthwhile to step back and take an expanded view of the organizational, competitive and marketplace landscapes. Taking an expanded and more robust approach helps get us closer to working on the right problems (versus the expressed ones) and involving the right people (customers, other external sources, insider champions, change agents, etc). In an interesting note, David said this does not guarantee success but it can raise the batting average.
His lessons reminded me that whether operating as a consultant or inside facilitator we need to be aware that we often reach quickly for the tools/toolkit and a specific process to execute it. To paraphrase, we hear of a 'problem' or 'set of problems' expressed in the business, and we feel inclined or expected to fix it. Working quickly may not reward you in the end. It is worthwhile to step back and take an expanded view of the organizational, competitive and marketplace landscapes. Taking an expanded and more robust approach helps get us closer to working on the right problems (versus the expressed ones) and involving the right people (customers, other external sources, insider champions, change agents, etc). In an interesting note, David said this does not guarantee success but it can raise the batting average.
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