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Change and how to mess it up by Mark Rewhorn Entry Date: 260508
From experience, here are some examples that can really mess up change:
• Insufficient explanation of what is being done and why
Nobody really knows what the goal is. Instead of confronting this, they carry on regardless. Change is happening, everyone knows it and the CEO is the sponsor. Of course, different interpretations lead to different actions, not to mention hidden agendas and point scoring. People are scared of change, what they don't understand scares the hell out of them. Take the time to explain to everyone in the organisation what is happening and why. Repeat these briefings often, and provide honest updates. If things are not going well then let the employees know, let them know the plans to re focus. People hate surprises; don't give them unexpected shocks.
• Poor Contracting
Who does what? Who is responsible, what is being done and why is it being done? A clear contract explains the purpose to all and sundry. Everyone is clear as to their role and what is expected of them. One of the great plusses of six-sigma is the project charter. Everyone involved in a project knows what is going on, who is doing it, how it will be reported and when it will happen.
• Managerial Interference
This usually stems from the direction of "wanting to help". Occasionally it comes from the belief that if a change is "struggling" then it's my fault as the boss, and I need to fix it. Sometimes it’s out of ego. Once change has been initiated, let it make it's own way, don't keep interfering, leave it alone unless it is well off track. People are actually great problem solvers; if there is an obstacle they will sort it. Occasionally there might be a roadblock where help is needed. This is OK this is not interference.
• Missed opportunities for learning and improvement
Hey, people make mistakes! This is how we learn. Let people make mistakes, let them sort things out. Sometimes, high-level feedback isn't sought or given often enough. Don't mistake feedback for interference! Feedback needs to be given to let those affected by the change know how they're perceived to be doing. Learning and best practice isn't optimised. Also, although we have models of excellence inside the organisation - we don't look outside enough. Why do we always look outside for best practice, when often it is under our noses?
• Planning
Insufficient forward planning and budgeting also often stifles change. A new initiative will need new infrastructure and support. Put them in place before the roll out not during or after. The time to implement it and train people must be taken into account in the target setting of the company, allow for slow down/loss of production. Often the planned withdrawal of the previous system may help focus and drive the initiative. In essence "failing to plan is planning to fail".
• Pet "Tools" and ideas
When you only have a hammer, everything looks like a nail. This tool worked really well the last time, so I'll wheel it out again. Do you really need to use every tool in the six-sigma set just to prove that a change has taken place? Often a change will be seen as the brainchild of a now departed executive. Those that replace him want to make their own mark, hence try to eradicate everything done previously with a new initiative. How often is the "baby thrown out with the bath-water?"
If we're going to be brutally honest, isn't this last point the real reason why change doesn't last? The average life of a CEO is about 4 years. Is it really co-incidence that changes come around every 4 years or so?
About the author: This article is submitted by Mark Rewhorn, European Business Improvements founder and Contributor. You can reach Mark by clicking the link below: If you're interested to receive this article in Pdf or Word format, please click on the "Make A Donation" button, below. European Business Improvements is asking a small donation in order to develop more material. Please feel free to make your donation and support European Business Improvements. When you're not interested to donate, but you want this article anyway, click on the "Make A Donation" button and fill in 0 on the next opening screen. Finally, when you don't want to make a donation, or when you don't want this article been send to you by us, but you want the article, just copy the text above and paste it in a for you suitable format and print, save it. Enjoy!
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