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

The applicationsdemonstrable listening to staff concerns and many examples of staffissues being dealt with in a way that satisfied them but did not compromisethe general business direction. In addition objective third-partyconsultants were used as additional support for individuals and groupsof individuals who were most affected by the changes. Line managerswere prepared with full communication of the changes to pass on, andopen access was given to more senior managers to tap into their knowledgeand experience. Greater emphasis was put on coaching through theline, which quickly enabled managers to tackle performance issuesarising from the change.Building new teamsThe realignment of the organization as a result of the new strategy hada number of knock-on effects on different teams. The senior team wasa newly configured team at the beginning of the strategy reviewprocess, and acquired a new sales director part-way through theprocess. An important component of the time its members spenttogether was attending to their team development process. The developmentprocess was focused on the tasks in hand – strategy review andstrategy implementation – but on a regular basis members took thetime out to look at where they were as a team, and how they wereperforming and interrelating.The generation of the values was both a real and a symbolic act for thesenior management team. Having generated the values, they translatedthem into actions for themselves. They offered this to the rest of the organizationas a guideline, but wanted different parts of the organization todiscover what the values meant for them personally as a part of a team.This, together with the senior management team role modelling thevalues, was seen as a crucial part of the process.The realignment within the organization meant that other teams andgroups throughout the organization were affected to a greater or lesserdegree. For example, the increased focus on savings, investments andmortgages led to a division of labour and separate reporting lines for staffwithin the branch network. In addition the centralized contact centre wasrequired to develop greater links and better lines of communication withthe national advisor sales force. Both these examples necessitated abreaking down of old groupings and the development of a new set ofteams and consequent relationships.274