Organizational change is, or should be,
just one of the processes within the strategy’s frame and company vision. Why
then companies have to “struggle” when introducing changes? Why do they need to
change? Ever changing environment, markets, products are just pushing the limits
of a current stability of the companies and provoke never ending chain of
changes.
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In his blog
Bernard Marr says “a good mission statement articulates the purpose of the
company, basically why it exists, what it does and for whom. It should serve as
an ongoing guide that spells out what the company is all about. The mission
should focus on the here and now.” And where do we see a necessity for a change
that a company should follow? In “a vision statement where the goals and
aspirations for the future are outlined. It creates a mental picture of a
specific medium-term target and should serve as a source of inspiration.”
But are these definitions enough to
smoothly drive a change? Company’s organizational culture, as described in the
previous blog: “Organizational culture and martial arts,” is the sum of values and rituals defined by
rules. It is also a part of a “bigger picture” that surrounds an organization
and each of us, as I explained in my TedxTalk. And these
substances present difficulties or even block a change. Employees of a company,
as others, are perceiving stability as security therefore opposing changes. Consequently,
a permanent conflict prevents a peaceful process of change.
How do some companies escape this trap of
incorporated conflict? By way of leadership. Not management manners. Change implementation,
mostly practiced by the management, cannot be accepted if it is the result of the
top-down demand. However, it can be done as a two way processes within the
strategy’s frame and its vision that embraces all involved stakeholders. As it
is a complex process there is often some unpredictability in it. Thus prior to completion
of a change an outstanding leadership team will openly support change, would
take a full responsibility for what it brings, describe plans, campaign the
need for a change through the whole company and introduce the team that will
make assist in implementing it. During the process of change the listening is
crucial for a successful implementation. The implementing team has to listen to
what, why and how. Also to the “problems / solutions” coming from bottom. They
have to “digest” them, test, discuss and if proved useful, they should propose
to accept change in change. It is a feedback loop that controls and improves
the process of change. It is as natural as everything in the nature where
change is the only stable feature.
By constantly introducing changes a leader
stimulates creation of supplementary value in the workplace. An outstanding
leader uses only a minor part of his working day actually creating this value. Most
of his time he has to dedicate to the tasks as any other worker. That is
why this small important portion of the
time, when he creates supplementary value, he has to use well and not spend it
by discussing the conflicts that prevent change!
Thanks in support of sharing such a pleasant post. Keep updates same way!!! Organizational Change Training
ReplyDeleteThank you Eshan for comment and support.
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