What We Liked, Part 2
There is an interesting section that follows titled "Effects of change on individual employees."[15] In our experience, soliciting input gives rise to a chicken and egg situation. If you ask participants what the change might look like they will respond: "Well, what do you want it to look like?" If you answer that honestly and fully, they will want to know why they had not been consulted earlier! Yet another problem is that a significant percentage will take no interest until one day down the line they wake up to discover how extensively they are being affected. Gina goes to great length to show how to foresee, forestall or otherwise avoid such situations.
Later, in a discussion of the Value of Organizational Change, Gina makes the point that "People and culture are linked and any change initiative must consider both of these elements."[16] That is, the existing culture of the organization as a whole must be taken into account. Especially must it be addressed specifically, if it is different from what needs to be in place for the new change vision to be successful. For example, is the existing culture of the organization one in which everyone embraces and welcomes change?[17]
The chances are — probably not. So Gina introduces the idea of creating and sustaining a Change Management Center of Excellence (CM CoE).[18] She goes on to explain the benefits, the components in its charter and how it must get along (coordinate) with the corresponding Project Management Office.
In Chapter 7 — The Change Project, Gina Abudi explains that:[19]
"The focus of this chapter is not to provide the reader with a step-by-step plan on how to manage their projects, but rather to provide the basics and best practices for managing change projects in particular. The focus is on how to approach projects managing change initiatives from a strategic viewpoint."
"Every change initiative must be managed as a project. This is because all change within the organization happens through projects. However, managing change projects is a challenge! It is much easier to manage tasks than it is to manage people. And that is what change is about — managing people."
And later:[20]
"Unfortunately, too often in organizations, changes are launched by the leadership team without considering:
- It is a project ...
- It requires significant planning ...
- It requires engaging employees ...
- The project needs a change manager who understands that:
- Change is a process
- Every individual experiences change differently
- Change management tasks must be focused on where individuals currently are in their perceptions about change
- People are the most important component of ensuring change initiative success."
Concluding that:[21]
"The project manager managing a change project should be able, and willing, to work collaboratively with a change manager in order to accomplish the tasks of the initiative ... while driving people toward adopting the change."
That is to say, getting the work of the project done while getting the work adopted when done. That sounds easier said than done
15. Ibid, p38
16. Ibid, p89
17. Ibid, p95
18. Ibid, p101
19. Ibid, p184 and 182
20. Ibid. Abstracted from original text.
21. Ibid, p185
|
What We Liked, Part 1
