You are on page 1of 18

S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .

w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 5 2 6 - 4 )
Transforming the Organization
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
2
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Executive Guide to Organizational Transformation: Change
Introduction
There are times when an organization must go through serious transformation. By this we
mean the type of game-changing metamorphosis that requires corporate leaders to devise a
new vision which must then be adopted by staff members and ultimately put into action. Change
management is all about making transformation easier. Few that have been involved with change
management would disagree that it is too often under estimated in its importance and complexity.
Careers have been dedicated to the discipline and volumes have been written on the subject, yet
organizations continue to try going through major transformation alone and without attempting
to leverage change management best practices. Creating true transformational change is made
easier with a proven process.
Transformational change is only possible with a legitimate sense of urgency and effective change
management that is orchestrated with a change management strategy. Successful organizational
change requires a good plan and superb follow-through on execution. Change ultimately always
effects people, so change management is truly about the individual and how to move them from
denial and resistance to commitment and enthusiasm in as short a period as possible.
In this change management guide, we will cover the following:
Defning change management
Exploring why change management is a big deal
Examining why change management is considered diffcult to do well
Describing how to do change management effectively
Discussing what challenges to expect during the change process
Setting expectations about what to expect if change management is done well
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
3
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
What Is Change Management?
The term change management generally refers a set of processes that are employed to ensure
that signifcant changes are implemented in an orderly, controlled and systematic fashion to effect
individual, team or organizational transition from their current state to a desired future state. One
of the goals of change management is to create organizational buy-in. This occurs by managing
the human aspects related to overcoming resistance to change in order for organizational
members to accept the change and achieve the organizations goal of an orderly and effective
transformation.
For change management to be required, their must be a transformational need that effects the
people of the organization and that requirement must be communicated. Among others, the
reasons for change management might include one or all of the following:
Strategy shift
Structure change
People / culture changes
Process changes
Change management must be anchored to a vision of the future state, and that vision must be
communicated in terms of why, what, when and how. Since organizations are comprised of curious
and anxious human beings, the entity thrives on factual information.
Why Is Change Management A Big Deal?
The reason change management is such a biggie is that it predicates the successful outcomes
of whatever is being changed to begin with. Lets face it, no one really cares about the change
management process in and of itself. What we care about is accomplishing change and the value
that change will hopefully deliver to us. That said, change management makes the attainment of
value from the transformation come about more quickly.
In major transformations of large enterprises, leaders conventionally focus their attention on
devising the best strategic and tactical plans, without regard to the changes their plans may mean
to the people of the organization. To be successful, they also must have an intimate understanding
of the human side of change management particularly the alignment of the companys culture,
values, people, and behaviors to encourage the desired results. Plans themselves do not capture
value; value is realized only through the sustained, collective actions of the hundreds, thousands
or perhaps the tens of thousands of employees who are responsible for designing, executing, and
living with the changed environment.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
4
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Why Is Change Management Considered Diffcult to Do Well?
The issue with change is that transformations are often met with resistance, as members of the
organization must shift their way of thinking, learn new skills and deal with unfamiliar and often
ambiguous situations. These are the uncomfortable realities that accompany change, making
it diffcult to implement and the reason for having a change management process. Even with
a process, change will be resisted and all phases of the change acceptance process must be
traversed. There is no escaping that reality and no short-cutting option available to avoid one or
more phases.
So what are the phases of change?
There are four major phases of
transition (see diagram-right):
Denial: Business as usual or focus on
the past
Resistance: Anger, blame, anxiety,
attrition.
Exploration: Over preparation,
energy, lack of focus
Commitment: Cooperation, focus,
teamwork
This diagram depicting the phases of
change represents an inevitable or certain
process that must and will run its course,
in its entirety. By employing the change
management steps of a good change
management process, our goal is to shorten
the cycle time and bring your organization
to the Commit stage as quickly as possible.
Denial and Resistance

In the Denial phase, the primary risk to mitigate is the tendency for employees to focus on the
way things used to be. It is common to observe business as usual behaviors during this phase,
even withdrawal. In the Resistance phase, the change that is occurring is viewed as a threat and is
therefore resisted. Resistance may not be overt, and in fact, often takes a passive course that is
harder to detect.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
5
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
These behaviors impede the natural progression of healing (moving on with the change
acceptance) and must be managed. We will address change management approaches a bit later.
Exploration and Commitment

In the Explore phase, it is typical to see some amount of chaos as people begin to adapt to new
responsibilities and try on new roles. Expect a lot of questions during this period. Finally, in the
Commit phase, managers will see staff begin to focus on the plan and build the supporting tasks
to make the transformation successful. As excitement builds, productivity will resume and reach
levels equal to, then higher than before the change process began.
What Constitutes A Good Change Management Process?
Successful organizational change requires a good plan and superb follow-through on execution.
Change Management is an organizational transformation and transition process to help businesses
successfully change themselves when reorganizing, implementing wide-spread business process
changes, merging or acquiring other companies or pursuing new strategic direction.
When business processes are optimized, technology systems are updated or some other type of
sweeping organizational transformation occurs, these situations impact the people that make up
the organization and must be considered and planned for in terms of fostering acceptance within
the workforce and quickly returning the operations to high productivity. In such circumstances,
there is no substitute for having the knowledge, a good process and experience.
The best advice in general is to:
Have a plan and follow it
Champion the change process from the top
Use change agents
Understand organizational Power Centers (discussed a bit later) and how to leverage them
Watch for signs and symptoms that things are off track so that they can quickly be
addressed
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
6
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
The Basics

Transformational change is only possible with
a legitimate sense of urgency and effective
change management that is orchestrated with
a change management strategy. Restating the
advice from the previous page, when it comes to
organizational transformation, there are fve key
factors that determine the success or failure of
the management of change:
How the transformation is planned.
How the goal of the process, including the
vision for the organization and sense of
urgency, is communicated internally.
How the leaders understand and leverage
human behavior and staff motivations.
How the organization uses its power
centers to create organizational support.
How well adjustments are made along the
way
A Basic Plan For Managing
Change: 8 Key Phases
The following phases (depicted with associated
actions in the graphic) are best practice
recommendations that can help ensure successful
results in change management:
Prepare
Plan
Implement
Transition
Institutionalize
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
7
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Phase 1: Create a Sense of Urgency
The frst step in successful change management is to clearly and concisely defne the problem
statement as the foundation and input into creating the change management vision. If the
executive management team cannot compellingly articulate the change imperative, then it will be
very diffcult to create the future vision and underlying reasons for change that are required in
order to get everyone in the company on board with the vision. Studies on change management
indicate that 75% of a companys management team needs to believe that there is a need for
change.
In order to convince employees that change is necessary, the organization's leadership must
develop a sense of urgency around the need for a shift. The urgency becomes the catalyst for
change that is needed for employees to rally behind. It becomes the "cause".
During the 1980s, General Electrics Chairman, Jack Welch, became highly infuential and
equally controversial in the world of strategic management. Although Welch focused on gaining
competitive advantage for his organization, he also began downsizing and restructuring GE. Welch
was a master at creating a sense of urgency to facilitate change in GE.
The sense of urgency must be real. Change management is never to be about deception.
Effective change requires an open and honest dialogue between leadership, management and
employees so that each person in the organization understands the change imperative - whether it
is changes in competitive marketplace conditions or an economic downturn. Let your staff feel that
they are part of the process in helping the change come to fruition.
Phase 2: Build a Change Management Team
Once the dialogue has been opened that change is necessary, senior management must work
on developing a leadership team that will help carry out the vision for the change. In each
organization, strong change leaders exist. These agents of change control power centers within
the organization and possess the capacity to generate and use power or infuence in the change
process. Look beyond the traditional hierarchy and build a team from a variety of departments and
roles ensuring that power center members have been identifed and included.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
8
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
In forming a "change coalition", start by doing the following:
Identify the true leaders in your organization.
Ask for an emotional commitment from these key people.
Assess your teams strengths and weaknesses
Ensure that the selected coalition represents a cross-functional team with varying view
points.
Work on team building within the coalition.
Develop a learning program to provide key skills and support for this transformation team.

Once formed, the transformation coalition needs to gel and work as a team, continuing to build
urgency and momentum around the need for change.
Phase 3: Create a Vision for the Change

To guide the change process, the change coalition must develop a map for the transformation
inclusive of a clear vision that spells out your ultimate goal for the future of the organization. The
change management team must work diligently to guide the organization's destiny in the desired
direction based on realistic planning, transparency, strong leadership and action. With the desired
key outcomes of the change program in mind, the vision statement for change should be crafted.

Spell out the roles of each key staff member in your vision, and boil down your ultimate vision
speech to one or two short sentences. Think of this as the marketing pitch for the change
program. Your vision should refect the values and goals you are after, and your staff should
understand and be able to describe the vision. These words should be polished until you have
a vision statement inspiring enough to energize and motivate people inside and outside your
organization.
Phase 4: Communicate the Vision

Once the vision statement is in place, the real work begins. To truly shape behavior around the
mission, the statement must infuence day-to-day behavior, leadership and problem solving.

Inevitably, competing communications within an organization can easily crowd out the goal and
vision. To help keep the message at the forefront, frequently and powerfully communicate the
vision. Talk about it oftenusing it daily to guide decisions. A change communication program is
advised to function as internal marketing. Most importantly, lead by example. Make sure the top
levels of the organization are following and shaping their behavior to meet the companys desired
mission.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
9
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Phase 5: Remove Obstacles

Change, even when positive, is diffcult for most people. As a leader, its important to understand
the Change Curve and all of its associated behaviors, recognizing the natural barriers to change
that exist and planning the appropriate actions to help remove obstacles that will prevent
employees from achieving the goals set out for them. The Change Curve, referred to above, is
widely used in business and change management programs and there are many variations and
adaptations. It is often attributed to psychiatrist Elisabeth Kubler-Ross, resulting from her work on
personal transition in grief and bereavement.

Put in a plan to identify barriers, and if necessary, hire and assign change leaders or agents (more
about change agents later) who can continuously deliver on your mission. Provide recognition and
incentives for those who are helping to implement the change, and help those who are struggling
to adapt. If necessary, take action to remove the barriers preventing the process.

Phase 6: Generate Wins

Instituting change is a process, and
its easy for an organization to get
discouraged if employees are seeing
little beneft early on. Its therefore
important to break the process down
into stages and motivate employees
to reach milestones along the way.
The iterative Prepare-Plan-Transition-
Implement-Reward model (shown right)
is an ideal example of how to break
the change process into manageable
steps that allow progress to be shown
sooner. Using this approach facilitates
planning and implementing chunks
of work related to the organizations
transformations that have purposefully
been broken down into short time
frames with clearly visible results.

To keep momentum going, look for
sure-fre projects (low-hanging fruit)
that can be successfully carried out,
and preferably, pick projects that are
inexpensive to implement. Finally,
clearly reward those who are meeting
the initial goals and celebrate those
successful changes.
Prepare
Certainties
Negotiables
Controllables
Risks
Plan
Internal & External Themes
Critical Path Identification
Mitigation & Contingency Plan
Time frame
Transition
Communications, Change & Reward
Involvement
Measure - Productivity & Contribution
Message Refinement
Implement
Who
Where
Execute Plans
Productivity Expectations
Reward
Attempts
Achievements
Contribution
Recognition
2010 Method Frameworks, a Division of Forte Solutions Group, LLC
Organization
Ecosystem,
Current State &
Psychology
Execute
Incent
Infuence
Measure and Monitor
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
1 0
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Phase 7: Produce More Change

It may be easy to rest after seeing initial projects and goals being met. Dont fall into the trap
of taking off the pressure and losing sight of your vision. Remember that real change is a long
process that takes continual effort and motivation.

To that end, continuously look for improvements, strive to set new goals, and keep ideas fresh by
bringing in innovative ideas and leaders. Going back to Generating Wins, the process is iterative.
The change management team must continuously reevaluate the program and make modifcations
to the strategy and tactics as more information is uncovered.

Phase 8: Make it Stick

Remember that lasting change is a continuous process; to make change and a new vision part of
an organizations core, the leadership team must keep the vision at-hand. New employees need to
be trained and shaped around the vision in order for it to become institutionalized.

To help change stick and become part of an organizations fabric, talk about progress often.
Recognize success frequently. Publicly recognize those who contribute so they feel valued. Finally,
as key leaders who helped institute the change move on, create a replacement plan that will keep
their contributions going.

Leadership Versus Management

How to successfully transform an organization is a topic of much interest and debate. It is arguable
that what were talking about here is the difference between management and leadership and
which is more likely to be the driving force behind successful transformation.

What is Management?

Management is a set of processes that can keep a complicated system of people and technology
running smoothly. The role of management typically involves:
Planning and Budgeting
Organizing and Staffng
Controlling and Problem Solving

These managerial functions offer a degree of predictability and order that leads to consistency in
producing expected results. This predictability and consistently is most defnitely important when
it comes to sustaining the direction of the organization. But what about making transformational
changes?
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
11
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Lets contrast this with the defnition of leadership.
What is Leadership?

Leadership is the process of
defning a vision and then guiding
and inspiring others to reach that
vision. Leaders establish direction,
align people, and motivate and
inspire people to complete the
vision despite any obstacles they
may face along the way.

The answer to which is more
important in transformational
change is clear, but you may
not realize just how critical
the leadership component
is. According to Harvard
University research, a successful
transformation program will be
70-90% leadership and 10-30%
management.

Think of it as the 80/20 rule of
change management. 80% comes
as a result of leadership and 20%
comes through management.
The fact is, effective leadership
produces extremely effective and
often dramatic change that makes
an organization more competitive.

So who are these leaders? Certainly, the CEO is a most likely candidate for the main leadership
role. But we also argue that organizations should appoint change agents within their organizations
to act as additional leaders in the process.
2010 Method Frameworks, a Division of Forte Solutions Group, LLC Warren Bennis
Manager versus Leader
Manager Leader
Administers
Copy
Maintains
Systems & Structures
Control
Short Term View
How & When
Bottom Line
Status Quo
Conventional
Does Things Right
Innovates
Originates
Develops
People
Inspires
Long Term View
What & Why
Horizon
Challenge & Change
Individual
Does the Right Things
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
12
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
So What Happens
Without Strong
Leadership
During
Transformation?

Many change initiatives
have failed because of
the absence of strong
leadership during
tumultuous times. Just as
many fall into the failure
category because the
change initiative is poorly
managed and executed.
Like any major undertaking,
change management
requires:
Vision
Strategic Direction
Multi-functional
Engagement
Prioritization
Accountability
Analysis
Problem Solving
Excitement
Change Agents

Change-agents are those
within our organization
who help facilitate strategic
transformation. We need
change agents on our side
to clear the path, especially
when it comes to making
game-changing change.
!"#$%&'(&$) +,%#$%&-. /0-$)# 1#-"#23
43%-5.&30#"
6%%&%7"#3
633789%&,$3
+0&.,3,90(
6::,7$%-5.#
;&3<
+2,"7:%&=&%(
>
!$$,=-%&,$
?2-"&%&,$-. @-$-)#2 /0-$)# 1#-"#2
6$-.(A#B .#=#2C
-)#B ,9%&8&A#B
"#.#)-%#B ,2)-C
$&A# -$" :,$%2,.
D, &%B '&E &%B %2(
&%B :0-$)# &% C
", &% -)-&$F
Earnings
Market Share
Resource Advantage
Personal Promotion
Value to Clients & Owners
Loyalty
Core Skills Advantage
Growth
Strategy
Decide, delegate, monitor &
review
Spend time on important
Leverage time
Aspiration-driven
Do real work
Spend time on what matters
Expand accountability &
leadership
Make the Numbers Satisfy Clients
A Few Get it Done Get the Best Out of People
Investment turnover
Superior technology
Process control
Leverage the people
Productivity
People superiority
Process innovation
Develops people
People are Exploitable People are Critical
Comprehensive metrics
Individual accountability
Metrics in critical areas
Individual and team
accountability
You are Accountable We are Accountable
Avoid failure
Rely on proven approaches
Limit career risk
Analyze until sure
Expect, learn and build on
failure
Try promising options
Take career risk
If in doubt, try and see
Failure is Not an Option I am Valuable
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
13
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
But how do we enlist the type of change agents to make critical changes possible?

When you consider the components of successful organizational change, the qualities of a game-
changing change agent become clear.
Successful change within an organization requires a psychological understanding of what
change truly means.
It requires the capacity to generate and use power or infuence in the change process.
It requires the organizational leadership to provide the vision and support for the change
efforts.
It requires a tried-and-true process for getting from where the organization is today to
where it ultimately wants to be.
Power Centers and Leveraging Them

Change agents must have power. In fact, one of the most essential qualities of an effective change
agent is power. These leaders of change can be found throughout the organizational hierarchy.
By way of their job title, status, expertise, and/or political importance these key people have the
power to become the all-important game-changing change agents.

It turns out that
power, when applied
appropriately, is exactly
what it takes to promote
action and make
transformation happen,
but it needs to be the right
type of power.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
14
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
Potential change agents tend to possess power but let it be known that some power types are
better than others when it comes to selecting your change agents:
Coercive power
Formal power
Expert power
Moral power
Referent power
Relationship power

Coercive Power

Coercive power is often held by an individual with the ultimate authority to fre subordinates. And
while the mere threat of coercive power may be enough to elicit a reaction from employees, it is
insuffcient to produce the type of game-changing change we seek from a change agent. Instead,
coercive power often produces covert defance and resistance among individuals the opposite of
what were looking for.

Formal Power

Formal power gives an individual the power to change corporate structures, create new
compensation systems, and allocate resources differently. And while, yes, these elements are
essential, when looking at strategic transformation it is not enough, in and of itself, to produce
game-changing change.

Expert Power

Expert power is a necessary ingredient in the transformation process and one that we should look
for in a change agent. These leaders tend to have a positive impact on staff members who believe,
recognize and respect the leaders expertise and track record. These leaders are believed to have
a unique ability to see the organization more clearly and understand problems more accurately
than anyone else in the organization.
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
15
Copyright 2011 Forte Solutions Group, LLC All rights reserved.

Moral Power

Moral power can be another effective quality of a change agent. These leaders look to seize the
organizational high ground by using inspirational language to defne the organizations vision.
Persuasive rhetoric that helps create alignment among employees. Google says, Great just isnt
good enough. Of course, for a vision to be effective, a leader must embody its tenets. And the
vision must be believable and authentic. It is not worthwhile to preach product quality when
employees see that what is really being rewarded is the number of products that are released.
Referent Power

Celebrities, patriots, and other well-respected people hold referent power. Wikipedia defnes
referent power quite appropriately as, Individual power based on a high level of identifcation
with, admiration of, or respect for the powerholder. Those with referent power inside your
organization are excellent candidates to become game-changing change agents as their infuence
and leadership are driven by the value and respect others have of them.

Relationship Power

Relationship power can also be an effective quality in a change agent. This type of power is derived
from competencies such as humor, charm, and great soft skills. Relationship power is held by
people in many types of relationships and is hallmarked by the, do it for me favor.
Who will be the game-changing change agent in your organization?

Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
16
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
How To Leverage Power
Destabilize Create a crisis
or hire a change agent that
will be empowered to shake
people up.
Communicate Clearly
articulate an inspired vision
for the change and the
overall organization.
Defuse Resistance Exploit
channels of infuence,
like relationship power.
Fragment old alliances,
causing the organization to
create new alliances and
establish power at lower
levels within the ranks.
Be Deliberate Know
human behaviors and do
not overlook them. Understand the needs and self-interests of staff members. By using
some power to satisfy a portion of those needs, it is possible to create alignment with the
transformation process.
Dominate Sequence Use the power as leader to determine how the change /
transformation process will begin.
Create Defnitive Systems Leaders need to be at every level of the organization to
champion the transformation process. Those who have been selected as transformation
leaders will need the appropriate training to know how they should behave, what is expected
of them, how to operate in the changing environment and how to use their own power to
carry out the change sequence. [1]

[1] Brill, Peter and Worth, Richard. The Four Levers of Corporate Change, New York: 1997
To conclude on the topic of power, every organization is unique in the types of power they have
available to draw upon in the course of affecting true organizational transformation.

Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
17
Copyright 2011 Forte Solutions Group, LLC All rights reserved.
What Are The Outcomes of Doing Change Management Well?

In times of change, especially large-scale organizational change, executives and managers alike
make the mistake of thinking that if people are ordered to change, they will. This is a tragic
misunderstanding of human behavior and often leads managers and executives to respond like
drill sergeants. We, as humans, do not change simply from gaining information - people change
because they support and trust their leaders.

Transformation happens over time. There is always a desire to believe that the change can be
instant, painless and/or fast. That is a fallacy. Change requires the time that it requires, but
managing the process helps acceptance of change come about more quickly.

By creating a sense of urgency, recruiting powerful change leaders, building a vision and
effectively communicating it, removing obstacles, creating quick wins, and building on your
momentum - organizations not only aid in the acceptance of the current transformation at hand,
but begin to make change a part of the core culture of the organization.

In summary, organizations that handle the change process effectively, reduce the time required for
changing in the future by building an environment that accepts, expects and embraces change -
creating a change culture.
Become a Client

Let us count your organization among our valued and successful clients. Contact us today to learn
more about Method Frameworks
SM
and our Plan4
SM
approach.
(877) 31-PLAN4 (75264))
E-mail: inquiries@methodframeworks.com
Online: www.methodframeworks.com
Address:
101 East Park Boulevard
Suite 600
Plano, Texas 75074
Me t h o d F r a m e wo r k s : S u c c e s s D o e s n ' t J u s t H a p p e n . I t ' s P l a n n e d F o r .
w w w. m e t h o d f r a m e wo r k s . c o m ( 8 7 7 ) 31 - P L A N4 ( 7 - 5 2 6 4 )
18
Copyright 2011 Forte Solutions Group, LLC All rights reserved.

You might also like