The Manager and Change

Phases in Change Recognition 1. 1.Recognise the need 2. 2.Create a vision 3. 3.Gain Support Mapping 4. 4.Analyse the context 5. 5.Target the change 6. 6.Identify blockages 7. 7.Select the Interventions Mobilisation 8.Develop commitment 9.Implement the change 10.Go for quick successes 11.Take stock/Evaluate 12.Stabilise the change 12 3

1. Recognise the need Comparative Analysis  Historical analysis  Historical analysis – what is happening compared with the past?  Organisation norms  Organisation norms – what is happening in other similar organisations, or in other quasi-government/para-statal areas?  Best Practice  Best Practice – organisation profiles, benchmarking and financial comparisons

1. Recognise the need Portfolio Analysis High Low Market Growth Market Share High Low Stars QuestionMarks CashCows Dogs

2. Create a Vision Requirements For Effective Change Commitment from the top Clear vision and strategy Sharing the vision with everyone involved All staff involved in the change process Staff commitment to the change process Communicating the purpose of change Understanding the contributions required from everyone for the achievement of change Communicating the timing of change Linking all systems with management of change Project management of change On-going education and development programmes.

3. Gaining Support Conditions for Successful Change Firm Commitment from senior Management Someone, with accepted status and influence, acting as the driving force Staff consulted as early as possible Staff must feel the changes are fair for their purpose Sufficient financial backing An external agent or facilitator can often help Adequate and effective communication Job security is important. Strengthening the organisation is a shared objective Patience is more than a virtue, it is a necessity - change takes time, both for planning and implementation.

4. Analyse the context 7-box method Purpose Structure and Roles Relationships Attitude to change Leadership Rewards Helping Mechanisms

4. Analyse the context PESTLE analysis  P  Political  E  Economic  S  Social  T  Technological  L  Legislative  E  Environmental

5. Target the change Feasibility Study Cost Time Quality

6. Identify the Blockages 1.Loss of Control 2.Excess uncertainty 3.Surprise 4.The difference effect 5.Loss of face 6.Concern about future incompetence 7.Ripple effect 8.More work 9. Past resentments 10.Sometimes the threat is real

6. Identify Blockages Relationship Mapping Information Holders Winners Losers Change Power Holders

7. Select the interventions Training Information Counselling Systems Change Recruitment or termination Technology Hardware/Software Construction/Demolition

8. Develop Commitment Power and Influencing Options  Levers – rewards, political power, track record etc  Approaches - example, co-erce, advise etc

9. Implementing Change Leading in the Change Process A Reactive Resource The leader in the closet Proactive and Effective The effective leader A reactive void Cannon-fodder Pro-active but ineffective The loose cannon Low self-esteem High self-esteem High skills andknowledge Low skills andknowledge

10. Go for Quick Successes 1.Identify short-term opportunities 2.Target these 3. Allocate adequate resources 4.Publicise and celebrate success 5.Indicate next steps 6.Build in continuity

11.Take Stock/Evaluate  Review of the change plan in draft form.  A first review soon after the change has been organized and is well under way.  A second review when about 20% of the schedule time, or money, has been spent, whichever comes first.  Third and subsequent reviews at key turning or decision points as needed to verify that corrective actions identified in prior reviews have been taken.  Final Evaluation when the process has finished

12. Stabilising Change People are the most important aspect of the much- touted strategy, systems and people triad. They create the strategy and drive the processes Peoples’ interests must be aligned to the strategic objectives of any change exercise Career progression and development, training, recruitment, performance management and other personnel policies must be reviewed during the change exercise with the aim of identifying and correcting any inherent bugs in the old order Culture change initiatives should never be seen as a one-off exercise. It requires constant monitoring and continuous improvement