The following paragraphs will help you as you consider issues involved in implementing change and making sure you get the results you intended. Think of what a system needs to do to reduce barriers to change, to create measures that will accurately measure progress, to empower employees, and to change the skills behavior and culture to support the desired change.
In his discussion of a successful change process, Kotter (1996, p. 101-115) stresses the importance of empowering people. Part of the empowerment process involves leaders removing obstacles, which would otherwise impede progress. Obstacles can take on various forms. The unavailability of required equipment can be as big a problem as having a stifling boss. Lack of skills or knowledge can create as many obstacles as an environment that discourages independent thinking and risk taking. It’s up to change leaders to remove such obstacles. Providing adequate training and encouraging employees to take action can help them feel more confident with making decisions. Additionally, inadequate communication and an unclear vision can be problematic as well (another form of barriers). It’s important that change leaders effectively communicate a clear vision and align company structure with that vision.
Successful execution of change requires the implementation of short-term wins (Kotter, 1996, p.119-121). Short-term wins play an important role in the journey of change because they give encouragement and build momentum. They can provide a way to measure progress, allowing us to fine-tune our vision and strategy. Finally, they help to justify sacrifices made along the way making it easier to keep going (Kotter, 1996, p.123).
Collins (2001, p. 123-124) credits a culture of discipline for successful change. His ideas suggest that if we have the right people on board, they will have enough self-discipline to create the kind of company culture which will embrace change. A culture of discipline is not to be confused with a strict disciplinarian who rules by force. The right kind of employees will step up to the plate and do their best, while concentrating on the common area of the three circles. Collins recommends giving people freedom and responsibility (within a framework) and allowing them to focus on their tasks. Given the right company culture, the change process should be successful.
Hirschhorn (2002, p.98) discusses using three campaigns in the successful implementation of change. Although interlinked, the political, marketing, and military campaigns are equally important, and Hirschhorn suggests launching them simultaneously. During the political campaign, the change leader creates beneficial alliances and winning coalitions, which can be utilized to facilitate the desired change (2002, p.99). The marketing campaign underlines the importance of listening to and working with others. It focuses on appealing to people’s thoughts and feelings. This is just like any other marketing approach, where evoking a connection with the audience can bring many benefits (2002, p.101). Finally, Hirschhorn’s (2002, p.102-104) military campaign focuses on keeping employees’ attention and deploying the right people and resources to the right places.
Collins, J. (2001). Good To Great: Why Some Companies Make The Leap…And Others Don’t. New York: HarperCollins Publishers
Hirschhorn, L. (July 2002). Campaigning for Change. Harvard Business Review
Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
