10 errors in managing change

1. Lack of commitment from the top.

2. Lack of a clear, inspiring vision.

3. Lack of a sense of urgency.

4. Inadequate communication.

5. Inadequate consultation.

6. Looking for a quick fix.

7. Insufficient support for people.

8. Not thinking it through.

9. Not managing the stakeholders.

10. Failing to learn from experience.

Evaluation

To check whether the change is working as intended and whether the sought-for benefits are being obtained.

To identify the barriers to full exploitation of the change, or the scope for improvement.

To inform decisions about what to do next.

To learn about the process in order to be able to do it better next time or elsewhere.

The obvious time to evaluate is at the end but you can also do it:

At the design stage, to assess whether the change will work and whether the intended benefits are likely to be achieved.

After a trial or pilot, to decide whether or how to proceed.

After a step in an evolutionary process or a phase of a pre-planned one, to inform the next actions.

During a change process to assess how it is going using the  Change Management Indicator .

 

Key components in a strategy for change

Assessing the present and deciding on the future state.

Management and leadership roles and responsibilities.

Stakeholder management and engagement.

Gaining acceptance of the need for change.

Communication.

Training and development.

Support for people during transition.

Implementation planning.

 

Values

Are you thinking of introducing organisational values or revising the values your organisation has already introduced? Would you like to base this on an assessment of the personal values your staff hold and their views on organisational values?

We have a proven method for doing this described in three articles you can download.

 

 

 

 

Indicator (CMI)

The statistic that 70% of change programmes fail seems to be widely accepte. The approach taken may be evaluated in a Post Implementation Review, but by then it is too late. The CMI offers a means of finding out how your change programme is going while you have time to do something about it.

The Change Management Indicator has been developed jointly by Peter Hyde Management Consulting and John Hayes Associates as a structured means of providing feedback from people in your organisation about how change is being managed and its effect on them.

Uses of the CMI

The Change Management Indicator is intended to be used once a major change process is underway, but not yet complete. It can be used in a number of ways:

As a one-off diagnostic instrument to identify areas for corrective action.

As a barometer of opinion at a series of points in time, indicating whether the trend is in the desired direction.

To compare the situation in different parts of the organisation and thereby identify localised problems.

As an intervention in its own right, to get people thinking about the issues and to promote dialogue.

To benchmark against other organisations which are undergoing similar changes.

 The model

The model underpinning the CMI proposes that peoples’ experience of change and their attitudes towards it are influenced by four key elements:

The inherent nature of the change.

The change management practices adopted by the overall managers of the change.

How the overall strategy for change is represented by local line management

Individual characteristics and personality.

The model looks like this:

Using the CMI

The CMI is delivered online.

The core questionnaire covers basic demographic characteristics of respondents and the elements of the model described above.

It can be tailored to an organisation's individual requirements and context.

A range of reporting options is available.

We can help with follow up actions, once you have assessed how your change programme is being received.