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

The applicationsExtending the council’s capacity for community and partnership workingIncreasingly the role for all staff required greater community engagementand partnership working. Although this was demanding both on workloadand skills it also offered greater learning, and interestingly for somewas preferable to internal working.Most managers when prompted could cite examples of good partnershipworking that had been developed over the previous few years. This wasone of a number of areas that the organization could be justifiably proud of.The challenge was for people to have the confidence to communicate thisto all the stakeholders and be able to applaud and celebrate success.The competencies in this new area of effective partnership were realnuggets of success. These competencies needed to be transferred not onlyto other areas of partnership working but also to where different parts ofthe council could work more effectively with each other.CASE STUDY TWO: REBRANDING THE ORGANIZATIONThis case study describes one organization’s journey as it worked towardsreinvigorating its brand. The process chosen and the choices made alongthe way make interesting reading.Summary of key points arising from case study• It is important to create a sense of urgency and momentum when amajor cultural change is required. In this case study, the seniormanagement team made a strong start, and put in the effort to keepthings going. This required many people to beinvolved and energized, and for the number ofpeople involved to keep growing.• Commitment to culture change cannot be developedby e-mail, or by memo. It has to be doneface to face and in real time. Cultural change isachieved through action rather than words, sopeople need to see their managers doing it aswell as talking about it. In this case study therewas a lot of face-to-face straight talking.268