"To me, the missing piece is 'completing the change' by effectively 'completing the transition' from the old state to the new state. In my opinion, most of the focus is on 'making the change happen', and once that's done little attention is placed on the transition (pain, feelings of loss, emotional support, fear, etc,) to ensure long term success of the change. This is frequently the case with IT-enabled change!
Not completing the transition usually results in significant/long-term dips in post change productivity, poor morale and can undermine the entire change effort. In many cases the cultural changes never happen as a result of this short-sightedness.
So, more attention needs to be placed on change transition vs. change management... William Bridges authored Managing Transitions: Making the Most of Change almost 20 years ago. It's a great book, but often ignored. This finishing touch to the change process needs to become a key, recognized component of the practice of change management."
Cheers and warm regards,
Jim
Enjoy!
I have balked at using the expression "change management" for many years. It just didn't seem right. How can you really manage change? You lead it. You facilitate it. You embrace it. You pray for it. You avoid it. You dutifully accept it. You really can't manage it… right? So, after considerable thought, I decided to post the following provocative question on my favorite LinkedIn change management discussion boards:
"What is the best term is to replace "change management"? Many practitioners agree that this is a poor choice of words to describe the process. What is your vote? Why?"
Brave post, eh?
There were over 300 responses to this question. Here is a sampling of some of the proposed replacement terms:
There were also many postings by those who supported keeping "change management" as the cornerstone phrase:
After evaluating the diverse (and often confusing) alternatives, I have decided to change my long-standing dislike for the term "change management". That's right… I'm changing! I am now using change management to describe my change consulting offerings.
As one of the respondents stated: "Change Management, like Rock 'n' Roll, is here to stay!"
Why fight it? Just do it well!
Cheers and warm regards,
Jim Markowsky
To learn more about X-Factor Solutions, visit our web site at http://www.x-factor-solutions.com/.
Open Space Events:
There are generally three time structures for Open Space events:
1-day – results in a dynamic idea exchange and summary
2-days – results in a dynamic idea exchange, summary of ideas and specific recommendations
3-days – results in a dynamic idea exchange, summary of ideas, specific recommendations and the prioritization of action plans
How Open Space Events Work:
Most Open Space events are predefined by a Single Question that will be discussed during a 1 to 3-day meeting. The question has to be selected and crafted carefully by the management team, and supported by the Open Space facilitator. It should address a burning or conflicting issue that will ensure diversity of opinions and passionate engagement of the participants. Participants then create Focus Topics to discuss the Single Question and they are placed on a Topic Wall and scheduled for discussion. Participants can then attend any of the discussions they would like to participate in, and they can come and go as they wish.
One Law and Four Basic Principles:
Open Space utilizes a very simplistic self-organizing process that allows an organization to move quickly and involve a diverse group of players from any level or function of the organization. It does this by using One Law and Four Basic Principles:
One Law:
The "Law of Two Feet" is about one foot of passion and one foot of responsibility. If a participant is not contributing or enjoying a Focus Topic discussion where they’re at, they move on to another group where they will have the passion to participate.
Four Basic Principles:
1. Whoever comes are the right people. Only those who are present can contribute. Although the invitation list might limit the number of participants, an Open Space conference is open for anyone invited that is interested in the subject.
2. Whatever happens is the only thing that could have happened. All we have to deal with is what is.
3. Whenever it starts is the right time. Follow the energy flow… when it starts it starts… just go with it. Things get started when the creative energy starts to flow.
4. When it’s over, it’s over. Although time and place are predefined in an Open Space event, clocks play a very minor role in setting the pace. The participants decide how much time is needed to work on a subject – ten minutes, thirty minutes, two hours, one day – or not at all.
In Summary:
Although Open Space Technology was developed over 20 years ago, it is still a leading edge technology for engaging employees and bringing about self-organized and innovative results in a very compressed timeframe. For more information or development and facilitation of an Open Space workshop, contact Jim Markowsky at 740.804.1354 or jcm@x-factor-solutions.com.
6.) Erik Spurgin, Learning Consultant proposes the following tactic: "Use an 'upward selling' approach. How did the executive get to where they are today? Why do they handle change so well? Ask them with as much sincere candor as you can muster. Allow them to talk about 'hard work', 'perserverence', et. al. for as long you can get them to talk. Listen, they will provide you with the information that you need in order to close the sale... in this case, the strategy and the funding for the strategy" .
Posted by: Jim Markowsky, X-Factor Solutions, http://www.x-factor-solutions.com
