Chris J Powell

Strategic Thinking vs. Tactical Implementation it is all about Change Management

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:

 

Model/ApproachSummary
Lewin’s three-step modelOld activities must be unfrozen, a new concept introduced, then new activities must be frozen
Bullock and Batten’s planned changeExploration, planning, action, and integration
Kotter’s eight stepsEstablish 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 formulaC = [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 modelOrganization 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 transitionTransition, which differs from change, consists of three phases: ending, neutral zone, and new beginning
Carnall’s change management modelChange depends on level of management skills in managing transitions effectively, dealing with organizational cultures, and managing organizational politics
Senge et al.’s systematic modelStart small; grow steadily; don’t plan everything; expect challenges
Stacey and Shaw’s complex responsive processChange 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).

 

Cheers,

 

Chris J Powell

2 thoughts on “Strategic Thinking vs. Tactical Implementation it is all about Change Management

  1. There is a writer named Stan Slap who wrote: Success for Managers is: Respect. To be paid to think, not just to comply. To be trusted. Anyways I think we can all learn from this knowledge on business to live better.

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