Page 303 - Managing Change in Organizations

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Chapter 15 ■ A strategy for organizational effectiveness
The solutions are:
1 Build a power base by becoming the expert in the problems involved.
Understand top management concerns. Develop informational and formal sup-
port. Develop a strong and polished presentation in top management language.
2 Develop clear objectives and plans by establishing a clear timetable. Set up review
processes to be supportive. Bring in top management and middle management to
the review process. Focus meetings on specific outcomes and specific problems.

Acceptability of change (questions 13–15)
The potential problems are:

1 Does the planned change fit other plans?
2 Is there a clear sense of direction?
3 Does the proposed change place greater demands on people?
4 Does the change involve new technology, products/services, expertise?
The solutions are:

1 Identify relevance of change to plans by reviewing plans and specifying how
change fits. Incorporate changes into ongoing developments. If possible, frame
changes in terms of the organization’s style.
2 Clarify plans for change by communicating simply and openly.
3 Implement with flexible or adaptable people, people familiar with some or all of
the change, in a part of the business where there are strong supporters for change.
Recognize why people support change (career, rewards, company politics).
4 Do not oversell change by being adamant about conflicts with present practices.
Encourage discussion of these conflicts.

Checklist 2: Managing change
Clarifying plans (questions 1–3)

The potential problems are:
1 Does the plan identify clear phases and deadlines?
2 Is the timetable realistic?
3 Is responsibility for change clear?
The solutions are:

1 Assign one person to be accountable for change.
2 Define goals carefully by checking feasibility with people involved, experts, other
companies, using measurable goals where possible but always looking at broader
goals and outcomes.
3 Define specific goals by defining small, clear steps, identifying and publicizing
critical milestones. Assign firm deadlines.
4 Translate plans into action by publishing plans. Build in rewards for perform-
ance. Give regular feedback.

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