Page 304 - Managing Change in Organizations

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The implementation exercise (checklists 1 and 2)
Integrating new practices and procedures (questions 4–6)
The potential problems are:
1 On how wide a scale will the change be introduced?
2 Is the speed of implementation too fast?
3 Are people involved supportive, informed, prepared?

The solutions are:
1 Plan the rate of change carefully by piloting to learn from experience, imple-
menting for success, small steps and specific milestones. Allow more time.
2 Enlist firm support. Ensure that new procedures, products, services are well
understood.

Providing training and support (questions 7–9)
The potential problems are:
1 Are we providing specific training?
2 Is the training flexible and geared to people’s needs?
3 Are we targeting the right people for training/education?
The solutions are:

1 Clarify objectives of training. Use existing skills and knowledge. Depend on
people as part of implementation. Use suggestions as part of the training.
2 Allow people to learn at their own pace. Provide opportunities for ‘hands-on’
experience. Make training relevant to the job. Have line managers ‘project-
manage’ training.
3 Use different learning approaches. Respect and use people’s experience. Allow
people to solve problems and utilize their solutions.
4 Incorporate feedback into the training programmes.

‘Ownership’ and commitment (questions 10–12)
The potential problems are:
1 Does the change impose controls on people?
2 Does the change reduce managers’ (or others’) discretion or initiative?
3 Are those people who are affected being consulted?
4 Are there incentives and benefits?
The solutions are:

1 Plan change to bring benefits by using it to increase personal control over the
job (and accountability). Enhance people’s jobs and status. Ensure quick, visi-
ble benefits. Provide incentives for people to opt for change.
2 Involve people by asking for suggestions. Specify milestones and ask for feed-
back. Publicize ways in which suggestions and feedback are utilized.

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