Page 300 - Managing Change in Organizations

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The implementation exercise (checklists 1 and 2)
Table 15.1 (Continued)

12 The An important A helpful Routine An obstacle to
management part of problem- improvement
performance management solving
appraisal development process
review and
process is:

13 The proposed Directly Partly Only indirectly Not at all
change deals
with issues of
relevance to the
business plant:
14 The proposed Makes jobs Makes jobs Replaces old Makes jobs
change: more rewarding easier and tasks and harder
financially and more skills with
otherwise satisfying new ones
15 The proposed Similar to Similar Novel Technically
change is others to others unclear
technically: already undertaken
underway in the recent past

3 Prepare carefully by making a full organizational diagnosis, spending time
with people and groups, building trust, understanding and support.
4 Involve people by getting feedback on proposals, getting people to fill out the
checklists, discussing the data from these checklists.
5 Start small and successful by piloting, with a receptive group of employees, in
departments with a successful track record. Implement changes in clear phases.
6 Plan for success by starting with things that can give a quick and positive pay-off.
Publicize early success. Provide positive feedback to those involved in success.

Expectations of change (questions 4–6)

The potential problems are:
1 Do different people hold different ideas about the change?
2 Do people know what to expect?
3 Are objectives clearly defined?
The solutions are:

1 Clarify benefits of changes by emphasizing benefits to those involved, i.e. to
the company.
2 Minimize surprises by specifying all assumptions about the change. Focus on
outcomes. Identify potential problems.
3 Communicate plans by being specific in terms that are familiar to the different
groups of employees. Communicate periodically and through various media.
Ask for feedback. Do not suppress negative views but listen to them carefully
and deal with them openly.

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