Change Management
It has been written and said by many before this author that “change is the only constant”.
Judging by the amount of material that has been written and continues to be written, effectively managing change within an organisation is challenging.
Decisions concerning the content and timing of implementation activities determine the “style” or type of implementation. Implementations may be relatively simple, as in the case of evolutionary or managerial change whereas sequential or complex change will require a more considered approach. Change itself encompasses a number of variables, however the below diagram depicts a concept of identifying the type of implementation required before considering the approach to be undertaken.
Brisbane Dispute Resolution philosophy is that ‘Implementation’ is both a culmination and new beginning of the recommendations for the transition.
Implementation Horizon
Typically, when a change in operating objectives requires supporting changes in operating structure and the performance management system – large implementation problems exist that may result in significant costs to the organisation. Brisbane Dispute Resolution would typically approach this by designing a sequential approach as a methodical way of enacting the implementation and reviewing process considerations along the journey. However, this approach has a longer timeframe. A complex approach is shorter and occurs from simultaneous change across the organisation/division. Post implementation evaluation and reviews will invariably identify gaps in the implementation and a series of adjustments to the implemented changes will need to be acknowledged and addressed. Research and experience clearly identifies that participation is an important element of successful large-scale organisation change.
It is accepted the implementation should be facilitated by having a management system for the transition state that is separate from either the present state of operations or the future state of affairs.
Two approaches are possible: use of (1) a change integrator who influences the process of implementation or (2) a change manager who has formal authority to make choices regarding the content of change when the team is unable to reach agreement.
As with any change, conflict will arise from allocating resources to effect transition arrangements to implementing logistical considerations. Brisbane Dispute Resolution also supports client’s transition and implementation strategy in providing conflict resolution training to leaders and change integrators to increase their effectiveness.
Supporting a New Structure
Transitioning to a new structure requires commitment, understanding and focus on what the desired outcomes are. The transition will need to be progressive and measured. As the new work process and workflows are bedded into the new structure there will be directive that all staff support each other and continuing to provide the high value services to Council and the Community.
Key factors of a Success of the Transition
Supporting a continuous learning culture
This requires people to be supportive in discovering and learning about their role and what the new structure will mean for their team and the organisation.
Risk taking
The organisation needs to be supportive of a culture that provides controlled environments for individuals to take risks. That is, take ownership of how your role contributes to your team and the organisation.
Tolerance of mistakes
In a new structure there will likely be apprehension to making mistakes. The organisation needs to be supportive of the understanding that mistakes will occur with the proviso that staff incorporates the learning’s into their development.
Supporting change
An important part of integrating change is also encouraging debate and challenging the way the organisation provides its services.
Attitudes to workplace and workforce diversity
Managing conflict
In moving forward, staff are encouraged to engage in constructive conversations that assist people to be heard and acknowledged