Page 259 - The Handbook for Quality Management a Complete Guide to Operational Excellence

246 C o n t i n u o u s I m p r o v e m e n t e f f e c t i v e C h a n g e M a n a g e m e n t 247

Johnson (1993b, p. 233) gives the following summary of change
manage ment:

1. Change will meet resistance for many different reasons.
2. Change is a balance between the stable environment and the need
to implement TQM. Change can be painful while it provides many
improvements.
3. There are four times change can most readily be made by the
leader: when the leader is new on the job, receives new train-
ing, or has new tech nology, or when outside pressures demand
change.
4. Leaders must learn to implement change they deem necessary,
change suggested from above their level, and change demanded
from above their level.
5. There are all kinds of reaction to change. Some individuals will
resist, some will accept, and others will have mixed reactions.
6. There is a standard process that supports the implementation of
change. Some of the key requirements for change are leadership,
empathy, and solid communications.
7. It is important that each leader become a change leader. This
requires self-analysis and the will to change those things requiring
change.

Roles
Change requires new behaviors from everyone involved. However, four
spe cific roles commonly appear during most successful change processes
(Hutton 1994, pp. 2–4):

• Official change agent. An officially designated person who has pri-
mary responsi bility for helping management plan and manage the
change process.
• Sponsors. Senior leaders with the formal authority to legit imize
the change. The sponsor makes the change a goal for the organi-
zation and ensures that resources are assigned to accomplish it.
No major change is possible without committed and suitably placed
sponsors.

• Advocate. Someone who sees a need for change and sets out to
initiate the process by convincing suitable sponsors. This is a sell-
ing role. Advocates often provide the sponsor with guidance and
advice. Advocates may or may not hold powerful positions in the
organi zation.

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