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mainstream design work of the project, so that certain issues could be solved by the way the solution is designed. It may be easier to make the solution fit the people rather than the people fit the solution. The input activities are essentially forms of factfinding and analysis. Organizational Change Management experts have many specialised tools to: • identify a population, • assess that population's capabilities, attitude, behavior, culture, • define the change goals, and • determine what is required to bring about that change. In the absence of an expert you would fall back on basic fact finding and analysis, coupled with common sense and experience. Output activities tend to be various forms of communication, for example: • communicating messages • coaching • setting up sponsorship cascades • collaborative workshops. Although the change management analysis, design and planning may be specialist tasks, much of the change output can be applied by other project team members. All team members will have opportunities to spread the right message. In many cases, the way they approach a given activity might have a significant affect on the target population - increasing or decreasing resistance. Non-specialist team members should be given the basic skills and understanding to promote organizational change. They should also be guided by the specialists (if any) and by the project's change management approach and planning. Case Study A Project Management expert was hired to coach the IT project managers of telecommunications service provider. In a "collaborative" style, he led a conversation about the relationship with the business, trying to draw out a consensus that the business and its end users were essential players in building a successful IT solution. But the project managers were unanimous. One summed it up - "what we need is a big brick wall to keep the users away from us". That is a problem with a collaborative approach - what do you do when the population turns in the wrong direction? Organizational Change Management at Phase End The end of a phase is always a good time to review progress. Many organizational change activities are imprecise in their effect. It can be hard to measure whether the target population has now become sufficiently supportive for the project to succeed. Take a fresh look at the organizational issues: • did we really understand the barriers? • how effective were the actions taken? • what more do we need to achieve? The conclusions will be fed into the planning for the next phase of work. Organizational Change Management at Project End The test of change management is whether the new business solution can be launched successfully in as efficient and pain-free a manner as possible. The lead up to the transition is often the most intense period. In many cases it is the first time the affected populations really become aware of the changes (although, as you saw above, it is not wise to tackle change issues late in the project). 16 November 2007 NHRD Journal
Now they are confronted with changed jobs, new procedures, new skill requirements, training courses, and maybe even physical relocation. In some projects not all the current workforce will be required for the new solution. Dealing with the painful process of redundancy is normally left to the HR and line management functions. There are, however, two big issues for the Project Manager: • The redundant staff will be required to operate the current systems and processes until the new solution is ready - and maybe for some period of parallel running. Since it is a legal or contractual requirement in most countries to announce potential redundancies well in advance and to give individuals notice before their departure date, the question is how to ensure they give good service and do no damage to the organization or the new systems. • There may also be implications for the survivors - those people who you are relying upon to deliver the new solution. They may be affected by the bad news concerning their colleagues. They may even go through a period of uncertainty when they do not know whether or not they themselves will be retained. What needs to be done to maintain their support and enthusiasm? Bear in mind that the same issues could confront project team members as well as the target population. By this stage in a major change, there needs to be a substantial support mechanism for the target population. As the key messages are communicated, the project team needs to be ready to help and prepared for the inevitable issues. By this time, the sponsorship cascade should be complete and solid - often extending down to local champions carefully placed in the users' teams. Support mechanisms will ease the users' troubles, for example with appropriate training at the right time, desk-side coaching, good help desk/call center support. Organizational Change Management should not stop with the end of the project. During the Benefit Realisation stage of the life cycle, continuing emphasis will be needed to encourage the community to adapt to the new ways of working and get the most from the change. Reprinted with permission from the author. • http://www.epmbook.com/orgchange.htm November 2007 NHRD Journal 17
Page 1 and 2: NHRD Journal Organizational Change
Page 3 and 4: S.no Title of the Article Author Pa
Page 5 and 6: ORGANIZATIONAL CHANGE INDIRA J PARI
Page 7 and 8: give subtle shape to the organizati
Page 9 and 10: to be tempered by a sense of humor,
Page 11 and 12: Although the result did not spell o
Page 13 and 14: the Project Sponsor to engage the C
Page 15: • Consultative - The target popul
Page 19 and 20: A living system can never be direct
Page 21 and 22: ut in absence of formal process of
Page 23 and 24: Higgs, M. and Rowland, D. (2005),
Page 25 and 26: • Organization Structure Rigid hi
Page 27 and 28: magnitude of the programme, you can
Page 29 and 30: • In only about 10% of the school
Page 31 and 32: memorization, the focus of the teac
Page 33 and 34: HOW HR CAN IGNITE 'HOT SPOTS' YOGI
Page 35 and 36: pointed the prerequisites of change
Page 37 and 38: BRINGING CHANGE TO THE CHANGE AGENT
Page 39 and 40: were low, people lived simply and s
Page 41 and 42: 'People Academy' that seeks to fost
Page 43 and 44: DEFINING CHANGE AGENTS SANDEEP K. K
Page 45 and 46: human resource process like leaders
Page 47 and 48: References Chris Argyris, Initiatin
Page 49 and 50: needs to tell a trained nurse about
Page 51 and 52: esponse to changes in the external
Page 53 and 54: THE ENDURING SKILLS OF CHANGE LEADE
Page 55 and 56: left to resolve tensions, answer qu
Page 57 and 58: neglected step in the change proces
Page 59 and 60: enefits of the long march are lost,
Page 61 and 62: To address the challenge of executi
Page 63 and 64: very capable people; but the organi
Page 65 and 66: DRIVING ORGANIZATIONAL CHANGE LEENA
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change, preparing the leadership an
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However the good news is that the a
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Organizational Culture and Sub-Cult
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References Ashkanasy, N. M., Broadf
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• Finance and Accounts • Techni
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and gives the freedom to fail. Chan
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therefore shift gear and venture in
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COMMUNICATION EFFECTIVENESS, JUSTIC
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interactional justice focused on th
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and in a manner that is perceived a
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the merger, in whichever form has a
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is high, implying that there would
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• Successful integration approach
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management and the labor leaders to
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ONE REASON FOR FAILURE OF CHANGE IN
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IPO: A POWERFUL INTERVENTION IN ORG
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In expectation of such a reaction,
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system was designed, requiring mana
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Then the system was recommended for
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Newsletters used to be published an
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CHALLENGE OF MANAGING ORGANIZATIONA
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productive deployment of raw talent
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Conclusion There is a broad agreeme
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change is indeed the engine which f
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and regional development programs.
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ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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in the HR thinking, approach and th
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• Cross Functional Teams (CFTs) o
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i. Technology • Plant location
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consolidates in a short period of f
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PBIT (Rs in crores.) The Company ha
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concepts in an organizational conte
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APPEAL TO CONTRIBUTORS The National
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