Page 260 - 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

Sponsor
Top
management
team

Sponsor

Departmental Change
team agents

Figure 12.1 Cascading of sponsorship (Hutton, D.W., 1994).

• Informal change agent. Persons other than the official change agent
who volun tarily help plan and manage the change process. While
the contri bution of these people is extremely important, it is gen-
erally not suffi cient to cause truly significant, organization-wide
change.

The position of these roles within a typical organizational hierarchy is
illus trated graphically in Fig. 12.1.

Goals
There are three goals of change:

1. Change the way people think or act in the organization. All change
begins with the individual, at a personal level. Unless the indi vidual
is willing to change his or her behavior, no real change is possible.
Changing behavior requires a change in thinking.
2. Change the norms. Norms consist of standards, models, or pat-
terns that guide behavior in a group. All organizations have norms
or expectations of their members. Change cannot occur until the
organi zation’s norms change.
3. Changing the organization’s systems or processes. This is the
“meat” of the change. Ultimately, all work is a process, and quality
improvement requires change at the process and system level.
However, this cannot occur on a sustained basis until individuals
change their behavior and organizational norms are changed.

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