cameron and green making-sense-of-change-management

The underpinning theoryare going. When the formula is shared with all parties involved in thechange, it helps to illuminate what various parties need to do to makeprogress. This can highlight several of the following problem areas:• Staff are not experiencing dissatisfaction with the status quo.• The proposed end state has not been clearly communicated to keypeople.• The proposed end state is not desirable to the change implementers.• The tasks being given to those implementing the change are toocomplicated, or ill-defined.We have noticed that depending on the metaphor in use, distinctdifferences in approach result from using this formula as a startingpoint. For instance, one public sector organization successfully usedthis formula to inform a highly consultative approach to organizationalchange. The vision was built and shared at a large-scale event involvinghundreds of people. Dissatisfaction was captured using an employeesurvey that was fed back to everyone in the organization, anddiscussed at team meetings. Teams were asked to work locally on usingthe employee feedback and commonly created vision to define theirown first steps.In contrast, a FTSE 100 company based in the UK, used the formulaas a basis for boosting its change management capability via a highlyrated change management programme. Gaps in skills were definedand training workshops were run for the key managers in every significantproject team around the company. Three areas of improvementwere targeted:• vision: project managers were encouraged to build and communicateclearer, more compelling project goals;• dissatisfaction: this was translated into two elements, clear rationaleand a felt sense of urgency. Project managers were encouraged toimprove their ability to communicate a clear rationale for makingchanges. They were also advised to set clear deadlines and stick tothem, and to visibly resource important initiatives, to increase the feltneed for change;118