Everyday I work with IT Professionals across nearly every vertical market you can think of from Healthcare to Professional Services, from Primary Industries to Education and there has been a theme developing over the last several months that seems to be building and I can honestly say that I am lucky to work for an organization that successfully assists my clients every day.
Making the move from Reacting to everything to getting ahead of the push and pull of the business needs is a challenge for most as there is not an infinite amount of time in the day to be everything for everyone but having looked at the recent content and walked through a few of our “Solution Sets” with more than one client, there is hope.
The first hurdle that must be overcome is accepting the fact that Change is inevitable and you can either embrace that Change and be a part of the positive effects that Change brings with it or you can be like so many before you and be barrelled over by the flood of change and remain both Reactive and Resistive to that change. In my next few posts I will be diving deeper into how you can find a balance between Thinking Strategically and aligning your personal, professional and department Goals with the Organization and at the same time retaining a foot in today with the insights to the Practical Implementation to achieve those goals.
I leave you today with a tidbit on Change Management and some models to help you prepare for the coming week:
|Lewin’s three-step model||Old activities must be unfrozen, a new concept introduced, then new activities must be frozen|
|Bullock and Batten’s planned change||Exploration, planning, action, and integration|
|Kotter’s eight steps||Establish a sense of urgency, form a powerful guiding coalition, create a vision, communicate the vision, empower others to act on the vision, plan for and create short-term wins, consolidate improvements and produce still more change, institutionalize new approaches|
|Beckhard and Harris’s change formula||C = [ABD] > X,
Where C = change, A = level of dissatisfaction with the status quo, B = Desirability of the proposed change or end state, D = practicality of the change, and X = cost of changing
|Nadler and Tushman’s congruence model||Organization is a system that draws inputs from internal and external sources and transforms them into outputs through four components: the work itself, the people, the informal organization, and the formal organization|
|Bridges’s managing the transition||Transition, which differs from change, consists of three phases: ending, neutral zone, and new beginning|
|Carnall’s change management model||Change depends on level of management skills in managing transitions effectively, dealing with organizational cultures, and managing organizational politics|
|Senge et al.’s systematic model||Start small; grow steadily; don’t plan everything; expect challenges|
|Stacey and Shaw’s complex responsive process||Change emerges naturally from communication and conflict; and mangers are a part of the whole environment|
Short post today because of a very busy schedule today (that and I slept in just a tad).
Chris J Powell