Page 355 - Managing Change in Organizations

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Chapter 18 ■ Strategic convergence: a new model for organization change
Sufficient scope is available for local-level adaptation
Managers are open to learning as implementation proceeds
Changes are based on an understanding of customer needs
Changes are planned with local circumstances in mind
Customers are a key priority
Change culture

Decisions are based on facts and information
Senior managers learn from experience
There is a real attempt to learn from mistakes
Decisions are viewed as relevant
Decisions are viewed as timely
The organization seeks solutions
When things go wrong senior managers’ focus on solutions rather than blame
Management processes are transparent
Employees are well informed of progress, performance and problems
Employees are involved and informed about changes
It is possible to judge how change will impact on people, jobs, roles and structures

Change leadership
Leaders are credible as people who achieve change
Leaders are involved with people as they seek to resolve problems with changes
Leaders see themselves as accountable for change outcomes
Leaders manage conflict constructively
Leaders manage colleagues’ expectations constructively
Leaders are accessible
Leaders sponsor people to take the lead in their work groups

Leaders are open to new ideas
Leaders work with colleagues to help them to cope with change

Change accelerator
All those involved in change initiatives are aware of progress, problems and plans
It is possible to align existing systems and processes with change initiatives
Where intended, leverage between specific change initiatives is achieved
We are able to scale up initiatives to impact on the whole organization quickly
Change initiatives are effectively integrated
It is possible to see how change initiatives fit with broader organizational pur-
poses and objectives

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