Professional Documents
Culture Documents
Successful Ghanéc
Requires More Than
Change Management
Eric Carter o change your organization, at A Brief History
T either the department level or
at the organizational level, success
One of the earliest change models
was developed by social psychologist
is more likely if you apply more Kurt Lewin and describes a three-
than just change management stage process. The first stage, called
approaches. Changing requires "unfreezing," involves setting aside
addressing the strategy (what you the existing mindset and preparing
are trying to change), skills (what to change. During the second
capabilities the recipients of the stage, change occurs, creating a
change need for success in the period of transition and confusion
new state), and structures (the as adaptation occurs. The third
long-term and short-term organi- and final stage, called "freezing" or
zational tools that support the sometimes "refreezing," involves
new state). Moreover, if these areas solidification of the new mindset
are not aligned, then the desired and a return to pre-change comfort
outcome (e.g., a changed organiza- levels (Lewin, 1947).
tion) may never come to fruition.
This article provides a brief Strategy
history of strategy, skills, and struc- Strategy is not new in the change
tures in the context of a change management realm. Strategies are
initiative and provides an over- ways of pursuing the vision and
view of a methodology that draws mission (Gill, 2003). They answer
on some of the best practices of the questions, such as "What are
existing change management we trying to do? What is the right
methodologies and implementation change for our organization? What
experience. can we execute successfully?" (ßruch
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the initiative as a head count reduction exercise and A vision statement should include long- and short-
that could increase the difficulty of the change. Some term goals —getting to the end of the hallway and
resistance is inevitable, and some dissenters may need negotiating obstacles, respectively. The vision should
to be let go for the greater good of the organization. use appropriate language and be understandable,
credible, and customer-focused. The vision will be
Create Urgency communicated to all levels of the organization. When
This phase ties to Lewin's "unfreeze stage." One establishing the vision, significant changes may be
approach for unfreezing the organization involves possible; however, examine the track record of the
shocking its members with a statement or action that organization to determine the likelihood of success. If
creates anxiety and demonstrates that maintaining incremental change is the only way change was accom-
the status quo is not sufficient. plished in the past, then a vision statement that paints
Additionally, the process of identifying and address- a radically different picture may not seem credible.
ing resistance to change begins during this phase. Finally, a vision statement that proclaims, "We will be
Resistance occurs when the reason for change is sitting on huge bags of money in x years," may not
uncertain, the connection between action and outcome appeal to the hearts and souls of staff members.
is uncertain, and/or the outcome negatively affects the The communication plan is refined during this
individual. phase. Communication is one of the most important
You can deal proactively with resistance by thor- elements in the change process because it helps reduce
oughly conducting the set-up-for-success phase and resistance, minimize uncertainty, and increase stake-
then communicating effectively. In many instances, the holder involvement and commitment. Communication
change initiative leaders may not know all the fears or should be context specific, planned, and include feed-
concerns of the organization, which can be obtained back mechanisms. An effective communication plan
using some relatively simple facilitative tools to acquire requires some thought —not only on the message but
information, asking "What's in it for me?" and "What's also on the audience, phase of the change initiative, the
at risk for me?" or simply gathering pluses and deltas. media, credibility of the leader, and feedback feasibility.
These sessions also can mitigate risk by encouraging dis-
cussion related to the change. For example, a participant Implement
may voice some reasons why the organization should Change is not a linear process; however, linear models
not change. Some of these reasons may be excuses and often are a good place to start. The implementation
some may raise valid issues. Ask the participants if there phase, however, is difficult to place in a linear sequence.
are ways to minimize or eliminate the issue. Sometimes That's why it is positioned vertically, crossing the
the person who voiced the matter also has good ideas linear flow, in this model. Generally it is best if imple-
on how to address it! mentation follows the previous three phases that were
discussed here.
Shape Future This is the phase where the change occurs. For
The next step involves alleviating the anxiety that example, a former paper-based process is replaced with
was just deliberately created by sharing the change a new electronic process. The implementation phase is
vision. Shaping the future shows that there is a better when the new process begins. Furthermore, the skills
place to go, that you (as leader) are confident and needed for a change —particularly the technical skills
competent to lead the change, and that organizational required to work in the new state —also are addressed
members have a place in the new state. Additionally, if during this phase. Remain cognizant of the time that
team members know what the future looks and feels the "change" is to happen and that a good place for
like, they are more likely to follow you quickly. that is after the previous three phases are addressed.
Imagine you are blindfolded and led down the hall-
way. You don't know exactly where you are going and Support Shift
you can't see if the new place is better than the old. You If all is going well at this point, then the organiza-
will most likely follow slowly, if at all. Now remove the tion has begun to move (the second stage of Lewin's
blindfold. You can see where you were and that where model) in the desired direction, but a few resistors may
you are going is a better place. You can see obstacles still remain who are waiting for a negative outcome or
and think about how to negotiate them. an opportunity to drive the organization back to its
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