Assessing Orqanizational Heediness for Clhange

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I

What". Insid.e '''11115 Chapter

t~ - - -:- - - ~ - ~,- - .. ., ~,-,-~~ ~ -,-'_- ~ _. -,~ _._,_.- - - - - _. - - - ~ ~

III this chapter you Il Iearm :

I

... The value of revi,ewing an or,ganizatiofJ,'S, past" cha..n.ge efforts be:f(l[ieimplemeDu~,g ncw ones

... The mos!: common reasons why m:gani.zalio.l.lal.chang~ :m.iti.ari,v1eS ,~il

.. The role and hnportanoe ,of eii'ganizatiohaJ culture in every ! change efforc

: iii- How '[0 assess organizationaJ readiness for change .. ,

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The [Di.mal~ Stalt~stioa «:In ,the FaUura:8 0,' Cba,ngB Management At;. sh.ouJI.d be: clear by DOW, Ewry '(l'i;,garii~l!iOIi1,. D,Q rna,aer how sllc.cessfW-and, per~' haps because they are sw,6cessful,-m.mt emhrac.e challge as a central ingeedlent in its long-term success. Cbange must become part of the or~H[i.z,ation'ii .c:u]tmre, its way orbe~.ng.

This i~1'I'r news, Most: progressive, J!.£Oa..ccive:organi:mi!d:ons fully ·emo.rnce the idea of embradrn.g change, In reality, hOWWeI',iOO Jew' hav~ de:velopedl the capadty or rcb.!:: will £'0: in.rr-odu.oe;~esd~ and .ma:nage c'hmge :effeodvelly. Heres s'om.e erid.efi.ce:

,. A sttrvey conducted by Kepne:r-Tregpein19'9:3,revealerl tllaltfot 11 di.ffdiefit types of cbange: in:iliati.ves.{mciuding p.l'odLtcrivi.qr .i.mp.ro,vemem:., quality i:Ell~ cia.t[ves, cultueal change prQig;rams.,empow~!'nlendin:"'QIVem.ent .:¥:mvi.ti:es. ~d rem,gfneecing) , Qtll:y 20 pe'r-cenl:: of employees indieated that these i:midative& mel: 'Of eseeeded expectations (Spit'Zie.t;,. 1996).

.. This SWlE' F:iepner~ Tregoe S'l!!ldy fouudthail: ,43 P!:"1"ce:nt of nonm::lllitgeda] respondentsm 11. su.rvey said that ib.eir cotnpanies' downsizing and <:osc~ redl!lcri.on elfor.~ had. not m.f:rtOr 11lU!t only slighdy ehe objectives set, Nearly half of r~"ipondtm[S said dlle same abo'Lll,thdr comparue-s':restll1Jcturin§ goals (Spitzer. 1996).,

.. A srudlyof 58,4 oom,panl~ in 'We Unit~dr Startes, CaJll:ada, Germain}", wd Japan cond1lJJcred by Ernst &. ¥Olmg: and dte Arne,dean Qutallry FOWldJadoi[l .round. tbat the m.aJo.riry o.f quality m.irladv,eiS fool.ecim achie\'esig:n.mcmt .improveru,enr (Sp.itzer~ 1996).,

"" Mkhad Hammer aDd]ames Cham:py 099.3,) p. 221) estimatemat'''a,s many .<1$ 50 to 70 p¢iI",~.j]'~ of We o~ganiza:tioi'llSth<iit I;l!ftdertike a reemgble€i'mg ·etf6:rt .&0 not achiev:eme dtam.e:rklicS.uhs dlJey intended."

'" [111 it .: sma), 6fe~~ClJdve: Fero;:prilOl15 by Kepner .. T~goe U 994.p. 8l, n~ly two ,crut of three '~:eCti!rlves s~ed beliMd matempjo:yee :moral!e v.t.lS "'wo,I:Si!" or '~thesame" <IS .a; lI;esmc of ~han,g,e mjdativ~th:;li,t W~l'e 'U!ld~ell bythif!ir. or~n:izaci6ns, Mol't': mw·60 p~t:cn[ 'o'ftb~~·~!l.lit~ves rnted their employees' reaetiens to a,.rganimtiQinal change as nel!Jiuai, ~pdQ!:l~ 01' aoorvely resi.sbtt:nt.

~ Kepfiet~Tregoe' (1994, p .. l6) abo rCpOfl:m.wt 'lW'O cue of three execu.tives ad.iJrutl[edmar their Qrgani:t!ldaD~' .inttitoal.sysoorn:s (meinfwtruc~ of their business} were "worse" or "me ljiiWle" Dve~j as' a. resLrlt. of [heir ,c.hmg~ .i.ni.tiffid,,·es ..

'" Arec€lm swely by ,consll.dmn[ and author Rick Mawer (t996;, p, 5,6-(4) fou.nd tha.t one-hdf to tw(HbiXids of all major corpom.tecbant;,e: efforts fuil.

AJlmough these ... m:tlscics .pliesent <I. rather dismal summary of our coUec:tj],c traok record. they do help Create a compelling oJl'ledfo.r you to figl.1're outhewte do dUs tilting called (}rg:ilJl~Z4ticmalc;ha:nge he~er.

Your Org8I11i~atiom"s C:hanga Marnagamenlt "rack :Record

Goo'l.'ge S:,uuanya. the Spainlish phil'Dsepm,er ,andlr::lisayist: (l,863-['952)" 'CNJlCe 5:00d 'Those who, forget the past aredoorned to! repeat it." His tdl!ectiofl5 on the human condi,doil and the pam of slOdety areespilicialJy true on matters of o:rganizatlonall change. ToornallY changeiniliatives; fail because dit"; change .leaicders f:1.H to reflecT 01]., their IQ[g'aniza,tions' history with chang,eafid On the role tbat c.ulm,['e plays in fiH:ill-, tating of resisting roan:ge:.

B'8'sitC RUlle S'

I!;m Dr:ganjj;atiQI'III5.:h~sIO'1' ,1'1 success or faiLure Wblilll it COIlllBS'ta chranae n'il:mljy~s l~ a majgr de:I'II'nj')i!'l,~ot !iif its fUUJre $1Jc,(les5'~.Ilmpl~mllnlil1:g

change.

So. be£6W'tex:p!od.llg a mQCllelfat introducing 3" newchaage, it might be llseful for you 1:0 firsr focus upon your organizadon's history o<f ,imtrodudng dtange .. Ask yourself ehese quesl10l'is:

1. What has gorn.c; well wim your oJ'gPlniuuion's p<l$t chaJllgeinh:h1[ives? 'Wha~ 3fSP!;CtS' of 1'3$1[ ,cn:llill,ge 'effom achieved their targ~t objectives? Which ot these successfal asptjicts could you U:5e asa mode.! for Utl:rl(Jd'tlcing futu.re changes?

2.. What hasn't .gone well wi ili [he' organization's past chang:e iuitiatives~ What aspects of rhesepasr change initia:dves missed [heir rarge[ objecrivesr By, how mudh did they f<iiil to m!':le~obj,ec[ive!S?

3. What faci:ors c:untw-ibmed to the change injtiative's success orfailure'?Wbat beliefs and behaviors b¥ lndhddua:\.s, teams, departments, and the or.gani.zSlrion as awhole oontdbu1ied.l"o the roc)!: causes of dIe change eifons su.cce~s or Failure?

4. What are the lessens Ieru:-nedftom yOur organization's past successes and f:llUures with pas,[ chang.e ini~ia[ives?' Wh:u would yourecomnn:,nd that tod;l[iS change leaders do diff'eteJltlyon ,new change initiatives] What curriCJl,!; practices and approachesto chan:ge would you advisernem to keep doin.g as they approach, furtute ,d:Hmges2

iii

Assessingl Orl:l;Bnilationa~11 Readiness for Char.lg!l

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The .I'esul.rs 6:omthi~ .. sIi:Jf:·asse5sment of yom orgnai~rion'5 P'lB:S[ chang:ee:ffOns can bring ar healthy lPel!'specti.v~ ~Q YOUl' wru.re change-inhiatives.. By.rel:J:ec:.cing upon the. ilOOI: Causes ·of whaT h~ wod::t::dand what hasn't 'WOrked in me past, ~ll can be prepared. to do the' right things, and avoid me actions that Calli erede the SUQ~.S of your change efforrs.

Think About This

• AU ~b3'nge eFforts· ~hat fall doe!) (W Il. r;ee'so,n.,ln gllllaM!:: 6f il'lmatins iii t"ange, tile most ; €Iffeethri:! el'l<lIil.CG' ~e.a.d91'!i mink ["~(l~llh. enti(lipat~, and preven.1 failure by doing tM r~9ht : thioQ'8 a~ al~ Qflhe snep:s at the cC;hafl'lle prQQes~.

lBe:K -_ be- tnnia c c ~.L C.-- C - '--"', -- fl" . '.- . .. . . . •. -" ,. . -

__ ~·o •. C;: _ -SL IlS a ,I,;ua.nge mmarrve, ,I'e' e<:~ on. yow: ,o'iilIJ'.l org;aruzanons: past sue-

'.:L' d 'h ... h fr:~"1 d L ,.

O(::5S wnn l'rn.rro, u.ongc ange, l'~:VJ.ew tne most common CalUSeS or ~<U et cuan~ InI-

riatives, and then develop a change str3.!tBgy mar mnecrs yom best mi.n.kirn:g ,on wh'1l'[ to do (eracc to do) to work toward a successful eutcome and I!ed.uce your li.k:eli.I:liOod of faHute ..

Why Change Iniitbltives Flai.1 to A.cbieveTbei·r ObjiectivIBII fo[(:u.nare~y, you. (an learn what [0 do and. what n.ot to d.o by srudying the experience of ochers. The. authors' r-esearch imo clIefaotOl:sma( ceerribure to a change initiauvets SI.lC>Ce5S .or :&ilUil:~e: o!ffers some useful tips forellsluillg that yout change initiative slrarl:s, off on the right foot. The 1 l most "OOrom,oH causes of the failwre of o.r;gamzation.ai .ch:mge dfo~rts .are snmmaeieed in. table 3-1 aaddeseribedin more detail in me Pi1Xllgrap.hs that follow;

1. lack (}j 1ugertCj: Many change 'elf<Jf[s rilli:l because mey llav,elhlled 1:.0' CWl~e- a felt need or a sease ,of urgency throughout the orga_lJh;ati,olll" :Before:seUiD.:§ p'~mp'le,pn the OprQrtuni.ties and benefits of a change. people mllHiJ Hrsr expedente the .t1.eed. to change.

2. Lacko! 4 $l~ar.fd ;l1isio",,: "Where there is novisio!li!rh~ people peJ:ish" (P!!"ovecibs 29: 18). Wimout acl'w,y shared, vlsioncfehe destinadcn of the change:, stakeholders are likely [Q eemain in me dark as: tothe purpose-and

Tabl~ 3-1. Tl1e, mgfi,~ ,cpmm0l198UEeS behind 't~e ft!!lh,.Ir~ of c:han"gl[!' iMlltfati~'e8.

1 , A Jaek 0' urg'Bf'lCY

2. :Alack (II a shared \iision

3. An ,sbsence of measurable outcomes

4. A faily~re tQ·~lImmyni(,'al~ the 'ii~;tln

5" !Being sl1rprised at jine IBslslance to a change

'6< A 'fa l~u r~ 10 inte!jirMs dl ssident persp.ec!l'\l'esinto the on.1mge vlfiion 7. failim:g 10 amicipc:ne and oon!:fonto!Jstacfes, to the cn(inge e"Afa,i'l\.!f~ 10, int6fl:r.lte 1'6l:isO'n~. leilrfjeEi into lnfH;:Mllg~ \llston

9'< An i~I1O!an~ of the QrganizatloJ'l'S cultLJre

1'0.. railing, 10 estillJ'lisn i ntanrnoon(;~ma(ks Q,f suecess

1, ~. A leek of slrl,lclurallelnlorr;:emenl 10 sustain the change

illu::lltto,n of a, change, makin;g it" much harder for mem lo bring their posidveenergy ee help drive the change.

3. Ab.s:t'1I'Ct' ()fm~aml'd,bl,e (JUrC(}'l'l:UfI,' Closely related rorhe absence of 1i! ~aredl change vision, ,change efforts offen fait because . [bey ne;gll!c[ [0 de,fi.lle and wcus on specific and, measu,rabIe O!:UC:OimC,s, Every ebange .efJ'on must be dedi to denned, dear metria that enahle 'everyone from those: 'in the booo[OOm m d~,ose On the front line ItO know if ilind. whtn progress is being made QQ, the chang,e obi.~c;civcs.

4.. Fll.ilu;~ to .r:tJm:mul:icltre .the Vis/OIl!:: It's not en.ougb to bave a vision af!lb.e change wd ef'Iiecdve measures of the ch:ange oti~comes. Smkeh:o.ldc~ muse unde!fstand and shaee this vision, mey .mus[ u;nd.cr,staTld ·the "whys" ,o:fth.e change; and they need. to know [heorgarn.i:zado.Ila[. and. personal bi:me1iu [,es:u~'til'lg: foom.. :3. ,change ..

5. Britl~ turpriscd at t.be r:eshttmct to a dM;lgC: Every ,ch(Utgc; no matter how po:s:idvdy ir i$vie?tea by change lcadets andeehees IthrQUgnl;l'Il1t 'meo:rpnizarinn, gt:Jle:rates emotional stress fo!: some. Ifllo't'mtidp1l!tedor understood, this emotional StFesS ls likel,)' ro rt,s:rut in higher levcls -of oorunge resisrance,

II

AsSfH3sing Organizeit'ional ReadinBSS ~or Ch:ange ' .",,;r. .... ,;. ~. , ••••••

(5. Fai'~(ft to intq;rat~ dhsi$u p~(.tf.~ infO' tht ,c.him&~ vmun;: The qtf!esdo.mj issues, and C'Oocems of the dissidelus and otlb.er resisters who lead me pushhack on. the change can help improve and. st:ren~hen anychruttl:e e&rii:-· but onlly if thesedisside.mrrs;- are I!lJ]JcQumged EO ,a:Ekr their ceneeras, SlliCC.eSS:fuJ ch:wge leaders pay lliltnem:ion to wn.ar ithe changelllay~sayers are conc-anoo 3boll~ andthen 0.0 dleLr best toin~rn!te [bes.€ dissi_denc pelfspc;)ctives lnto me cltange Vision. This SU:e:Jlgd100S me'.;harmge by subjecriing i[ '1:0 dgorollS scrutiny;. [cspcNJlds d~y co smkdloldm OOficems~ ltI'id .heips build, stakehulde:t oommitmemro a cliangl! (l1at -is mare refll'!cr1ve oif[heir concerns,

7. Failifig ro' tJiltidpttt-r imdt:otiff-()~t o!lsm,tUJ! tDtbe- CihttnB": AU o.rgruUza.doD~ c;bam,g~ :iniciaov12i! ~puiilnoc wote th<m a few bumps i.n me wad, One ehasactesiseic 'of m·l,:cessrul ,efforts is matdl:te change .leaders p.lio3i,crjjve~y antiCipate,. identifjr, and dlrecdy Cl)),nfrol"llt systemic Mild _stru~, rJb:W1C[es ~n me-'~,a!nge: viisiDIil and plan.,

8.. _Failu" tn ,t{dj'IlSt,(;F infcgr4k :wk'l1.tw.r;rk.s or tiol1s-rlt int,o .the "kallgc viri0'11,;' Sw;~~Bsfulch:m~ inidadv,es h~n:l;!fi'[ most wben change I~ders .have a .high level of self-awareness that results from a cr.itical assessmeae of [he S!J:Ct:dSe!i; missteps,- \liod .i.nevitiii,b,leited:>acks mait they '~lPe[i,e:ru:e lMOugh.= out the change imp!em~mrtadon PrQQtS;J.

9, 19}1(JrmJ&e ofth, (Jrgan~t£()1l~ CfJ/.t:I.~I'q; Culture (O!!S YQU'U learn late!" in this ,cl1tapta) plays a powerWl a~doften: t:!l""!dej;'-enimaf~d role in die S!J!cc:e~ ,or faiih.u:e of a: changj:: inii:iilll:ive. Successful changes are guidedl by- leadess wiu.o have a d.~t1!p jjet'f.u~'t fur ~d_!m:d~tstandi_ngof ·th~ito,l"ga!ll1;r.atiop,'s cult1Ue .and irs role in dle change prooess,B~:use.a;rn.o~iz.aciaifl~s CUIUlt'e 5:hape~ the beliefs, values, and hebaviors u:tp-e0l"te: at: ~:ve:ry oI:garuzatiomallc::veJ. it is a. ~ntrnJ .c'Omuibuwt: EO the success orfrulure .of evet:ychalilge.

W.. Failing.w establuh inteti:m. bttnr:/JtnfJ,r./is of ffl,ct:t'S~,· ALong wimfaUing to define clear measures 10 gaug~ the chaDge visiof:l:'s SUi:C~SSj rhefailure [0 estaclllish inrerirn bmtch:m.~rks t6 measu:re the progress ·pf the climgll:! c~nll dim1mi:sl]] iimkeholdClil" buy-in .. Imedm measures bring the added. b,r;:nef~t of helpmg poo;ple see and fe~1 prllgr.ess-somu:thing: ~b.at may-- be 'li:spedal.ty impottao't: for m.min.tain.mg stakeh.olde:rmoi::ivauoll dm.mg a" [aog.r.if-<:Im chmge jnitiadve,

or YI 19ht~ rnalertal

11. Lpck of str:ucJ;ural rein;forrcttt to sIi$tai1l th'f- dumg~; In tbe end., one of rill'; most: signiftctJitIt causes .Iea:ding 1:0· the f~ihtreof change initiatives is m~ frult!.l1e[o Ci"!e3,[e !organIzational inFrnsm1cu:tte: mlle~p smblUze thechange ,ll:ld reinforoe 'the new ways ofmi::nkimg .: and aCI1.ing .. WidllO'IU: SIJII'UCl'uraJI reinforcem£'nrs, chail1lg~ leaders, [hose on the ([DIU line .. and everyone ill. between tends 00 drift back Ineo old :min~ets ru:u1. behavlers, As discussed inthe .nf:K[ cb3frel"" :susrninJng ,cha.o.g~ !corrunh:me.:or requires an invesrmenr iaa str'0ng infrastmctwl'c that reillforces me desieed new m.indsets and. act.ions in o~tiona] stakeholder-sat alII levels ..

Cultural Raadi:nl98s a:nd IRecep!tivitY"olr CliangiBI

The previoussettioJi, .explored soeae of We' commolli. rea50ifl5 why!d:w:tge efforts £aiL One

hhlil fu:iI .. d dd _a,-_~ ruJ .' theon .' . , ul .

0: ~ __ e ,_U!'e~O un _et:8!'3.fL ruL~~¥:'ymanage eoll'gmlZ3:uons C_,ltUro--lS

so critical ro every organizational !ooange effort thar a bit .m.orekl<:us is necessa.ry.

An. orgam.izaci.o.n's cnleurecemprises a serefvalues, beliefs, as'lliump!d,oru;" principles • .myrhs, lege:miiS1 and norms rha;t det"inellmv p~opl"e aO[l;laHy l:hink, decide. and perfeW'm. Culture is made up ofwhat is seen (behaviors and scmcrure's)i and. wha.1: is llltl.se·en (assumpeie 1:l5, beli-efs" and valu,es). It involve.!! every aspect of an orga~.i1.a;. 'ti'D.!:!.'" 1:fe aad the 'W{H:k llfe of ,everyone who Is pan of rhe ol:gan.izalion.

Ed:gar Schein (200 J) com:enasmat ,Cultulf·e .is "at parrern of shared basic assllmpdons l'l;:afued by m:emlb~~ of a greupto solve !::he.i.!(e:Ktem1ll1 pI'oblems of survival in

-t-

Noted

Edgar Sol:1'ein (2004y p. 3Z),. PfO'frJiSSOf emeritus ,n file Sfaa!1i' S'ol1!Oof 0' Managemem ,of the MassOiD/lusetts 1l1stitul'e t# TechnQlogy; defines culrufeas ", .. a' bas/a ser of asslJ.mption® that defiflesror ~S' WhBf we m'l'ya:1t9ntiQl'1:to, wha!th.ings mean, hlJw fQ n!.!lct em(l1iQo~ily tD what is g(liflg 0/1, and what actions: W! take In various kinds of si'tua,ti(Nls. ,. Schein, an in'J'efnstiDnai'ly lespect,sdres:earcher. ~QI'lSiulta,nt ami .~uthQ';' f8 oonsicIered' th.!;I fo,ufld,fng father of t/le oorpDta~e CIJnfJre field of sflldy and has been in ~he lau;fmnf of developing stMtegies For ba't/r undef~ standing '8l'ldillif/ulrJ'FIcing !.1tJ/t,~r6i' since tn'e' 195Qs:,

Ass:essingi Orgenlzatjona.~ Resdine,ss f'Ol" Change·

• pi' .. I '" - ... III .. ., .- III If 'I •• 'Ii

ehe CllliYiron.ment and ~Jileir im:eUlal ,pmblemsof integrnti.m:lima:£wotk wcM,e:notl,gh to be taught to new [e.mpIOfe~J as m.e: cou@cr wary ro' I?ei!cdv~, thmk aboli,U:. :and feel aboue aUaspe,c[S ofroeir dally Kfe."Althougfu. 'we enema] chil!len~es :fo, an. org.an.iz.ati!i:!I~ relate to its .nn3)lu:ial ,oompe.lithi(::t1tc:S'swd les ~UirvivaJ: ill. me .global, milll1ke:[place; rhe ,lnrernaJ challenges relaee [0 issues of ceordinatlon, goal seni!illg" performance truUlagemell't. ooUaboraml.)O, 13iJld so forclL

Mirlitese ib:u,ea basic assumptions are e5eccive 'when 'they enabJ.e an. oipnizaticn to smy relevant and competitive in the mark.c:rplac:e as wd]as irn,rern.ally (00,1::siveand i:nteg[gc:W. m :a.cliieve tih.e o:r:ganizaition;s d6s:ired, eurcames, These ,cuJ.tiH:aJ: .asswnpriO!l!t and b~iJ& ~ ineffecthl'f! ifmq' prevmJir an o:l'gmi:za:tion. fEom sta.ying ex,[erna1iy relevrul.1: Oli' le:ld to the::: dJsintegra.ti.om ef the inl:d'.nilJ stl:UCilil$es tbatfadlitate o.rgwiizationaE wholeness and! cohesi.ven>ess,.

CWtu.if>e,th,en, becomes Idle cri~cil force fo·;r any organization's sLuv~vall :In<li;.a5 :a result. a key ddv,erof or i31llob.staclero change. Tmsmitiiing !lwha.t wo.ikl' &om.one personm ano;rher helps employees d.eal elIec:tivdy wim both ,cxternal a;lldlil1l~el'na] d:nillenges. Celture tst.be Ibldde1l petsuader mat gWdes :ru:ld. sbilipeseID:ployee behl!!v~ lot'S.I::h.erebyefi~u'f:in.g me na:biity of me orgalliza:don's practices and booa:viorsovef ,Ume.BeOllUrSf: i{ drivesem.ployee attieudes ood beb.aviors md. sustains me smltllliS, qlJ!o~ culruze mUSt be an .illliegral panofe:'ierychmge inJdarive. If YOllwanl: (0 lead chang:e effecdvely in YOIlT Qr~g<miza.riQIl,. :igi::u:ue culrure at your periiL

Basic Rulle ~9

AfJunderstanding of illl, IlIf.Bariiaatiol1"s aWliUJEI is Gel1lralllll iead'flQ change sucee,ssfu,)I·y. BeQ'lILise culture Inf,lue·na9s6li1erv ol;Qanizatioll·al s\'IbsIVs:lem ,'jatlitudes., be~avil1ifS, struC'llJre, ll"irategy. management sys-

tems. end SQ"orihl, H cann,,); he ISN,gr"d or marglnail'Zed.,

MtoolJgh mere 3i>e nu secn:t;: or easy'patlhs tG'wa:OO! und.e(5;taOdiingyom: ,ulnue and 1~ .uke~y effect:; upon your cbwge ii'llici1itii,ve,. o.r~artjonaJ 1ead.ers can take certain :s:reps w, predic.1l: and account for cwture i1:Sthey plm for dlange ini,ciao.ves. He{e:a::ne some sugg~stiorns fo,r using your ,ciIiIltuntl.knowledg:em hdr lead su.coessWl dlmge:

~ KiuJ.r1J j1lJur cultur~. Don'r sWtany .~ ,mrhCiut rust u.nderstmdmg how me culm:r~ defines, YQUII' organization. and ~ts [(dative ,openness 'tO, the ,coming mang:e. Do an.a:ss~ment ,of yOilllt organization's eulrural strengths and palencia]

It- III .. .. •

• • I •••••• ".. Assessing qrgani:zational Readinsssfor Change

vu.ln~bi:liicies. You, can. ,go in. with a. vision Jar what youw;a:IlC (0 achieve, bur if

OfJ.I. do' '.' 1m .. he',' ,&.'[ c .. .~"] '·s ' d .' - 'I~L"II . l'c'l

y _ .. _._nt JJW __ O'W' tnt! ,Cut rure WlI I!e!>P01l. ,you are IIlK'~y to rill.

Ii> Unur;stand how tiJeruli14rt: m,(ght repond liJ the ,btl.ugl! viSion. With y~~r changevisio:i:L:lifidi targ~t .in .. mind, idenl:Hywnlch as_ptcts: of the culture.are dh~co;r:dmt wirh what: you want ttlochieve. Having:a clear ",i~dQrn. OfYOD! organ.i:zation's&:I1d st:Ue after: the change will. be .criticilro, your Iculrural change effo,r~. Wj,thoUl'ta. deru:'vlsian,th~destina.i:lo.n is likely toile remain elusi ... e.

.. lJ'rti/:rJ.yoll.r C1~ltUml ,knowledge into' JOur thange plttn.. Ml:'sfiOll:enou;.g;h to know how your culture mi,ght respond to 3. proposed change. You need w, use spe-

if .,. .1 • I a1 • I f

Cl Ie srrategtes !.:Olnteg'f'ili te u~JS lCU.tliliillW<UtltfSS Into every ewem.erlt 0; YOYI"

change plan .

._. Acknowle4ge and' bu.ildDu yom: r;:u.ltural fpmgths. Ed.g<lX S,ehein ([999. p. 189) enc:ourmg.es chang!:: leaders ttl see their culrureas e5l5en.cially strong .• md effective .. IJ hwe:ren'l: an .eff'ocd.Vc:cwtlU'I'l, S:cheinru:~es; then irr prob~bly

•. .1.:1_" I!._. . ;' . .Ii ",1'111 ... ' .• hink ·.·'·_~I .• " .. S._L ,., .,,, ·f."L _ .•

WOwwu: .1l:fl.'V,e SUJl'YIVeu.l"UW,ays, rnu 1nJ03JL!.YI says, 'Q).{:JI:1J, or roe cruture

!l!!l your sourrlC~ of s[rengd~. Ir is [he residue QfyoW' pas!: success, Even.iF some dlemenl1i. of :rhcCllI.lrum:e I.oak dysrunct.ionaJ, remember c:bar they.atr,fl pmba:!b1y only a rew among the luge set of ome!',!; 'mal!: cannnue 110 bes(tefrgrhs.i> Schein. encourages ch.mge leaders 001 bmId onexis:tin,g sue.ngtlu !l"amerrhan .simply chang~.ng "mos'e elernenes that .may be weaknesses ."

Understandinl! Ollg:arlliizat:iDin,ul RSB,diIIUISS 'f'or Ch_alnge

Change .readine8S is the co.gtlli.l1iv,e: statethat i;lCCmr,s when orgarnwriona1 m.elU!bc:rs haye po-sicive :trcirLldes, bclie.&. and intenrions roward. me dlmg¢ (Armenakis. H311'ri:s., &; Mosshold.er. ]993:). Attainj,ng -, 3. staLte of l"etdLm~ is imp.o!rtlmt to .ch3,inge leaders because mO$J; who are asked !)Dl und.e..,~o at chru:tg~ wlll be, much meee Uktly to accept the Ichang~; theh: resistanq:. to the.new directions and behavioI's wIn be lowe.r;and mey will be. 3$'3, resl1l't, mUJ..I:;b !1l0'J:e willin,g ee embrace m.echimge with commienenr,

Chmge If,eadiness is theh1rs[ of rhethree (logni[ive staees Dr c;o[Jdido:rn8d~3,!r people: experience as they In.ave ('Or don't) eo remh:r:ace '3 change. These thr.eecognitive States (ditplayed in 6glUie 3-]) are readiness, <1:Gceprnn~ and Int:egradoll,

iii

1t-1

N.oted

When introduGing ill clls1J,ge,' c.hange lea'ders: sh auld strive to decve/op, eaol! of tlN'lSethre6 developmefllal cognitive states ill' stakehatder:fI as Me change mOIl:l:!S fo.rwcard:

• Readiness is bein9' lW'gnitivsiy: receptive to'il cnan:!lll' al'ld'i$ evident tnKii#Jh Ol 11ositiV'~ OpMflS8$ toward rhe'Ma.(Ige: In 'the atti'udes:, belie~ and inmnfiolls €If 9.rnirohotdern.

.• Accept(l(lce moves ,beyond' si'm~'1y being OpBI:! and laceptiv;er to thl1 cha~ge;<Aoo!lpt:alliOO fn!lol'-!es a belief in rh(FChangeand a willingness' to work with the ChSfII)8.

• Inte\gr:~tion b.!f.ildsupon aCQJpt'8nc~ ,and i~r;h"H'a.cterilfild by 8tfitlldf1s, :be/Jefs, and infieti* tlons thwt wholly reflect the' clum!}!: tlfld tllar are dffficultto' separafe from rile individual's routilli!i Wil ys o.f b.eing. Imegratipn i$ evidem willen new w~ys of thinking BfaO' ,aa.tlng (:the ,objective of' thel;h8nge) ~r8 deeply Ingf{Jill,!'d wit,hJn the li!veryday thc,lIgi'!J$al'ld bliJhavial'S of stake,hotders ..

Arthe beginning of ev'e1)' change,mose who wID be affected byro.~ change .may 0:[' may DP,t he ready fer or' re.cepcive to the change, Change leaden who wa!l1il a suecessful chiilnge O1iJi~come should first assess d:t~leVtd ,of change .readiness to u:nde:[S(and howrr:ceptive those affecm::ed by a cha1lig:e ate mow-;and I,e;u,n what the speciflc ciw:", acteriseics of the change 'or rhe organ.iization are that may be: ,el'odlil1g ,Change rea:din.e~s.

Ba!si,c Rule, 10

~esSina Dl'gllln'izatiooal' ~ha~ge "i$!ldiOl!SS CiI.n hillp o~angB le~tlel'l'i 'dBVS11'Q,D sup,ateglli6 'IfjirlF;bl~flJl imglem~ntiltjl;)n.

Itis ilia importtnf to' keep I.n mind mal: chan,ge t~din~ is: a dynami'.;. ,~cleris~ci~ meanIng rhac the ~rat.e of readiness, sl:Ufl;,'i gV'~ time, P:eQph~ can ~o rnov(': awayfTom a .staLte of ,c;hmg~ readiness if 'the chang~: p'roQ~S (9f some omer o.r~tlon.a[ dtanu:;t~rbu1c) im't: .managed welL For this t~SOI:l!., dtang~ tead~r5. should con~ dnu~ly monitorthe seare ofre:;adlm,'!ss; 1!0 det~.mline if~t*J,':ho,ldersare movim.g t~wru:d OJ away fromreoo'iness and if they have mQved :m.to::l(lceptln'rel1: or ~ .i:n~gpclo.n,

opvnoh~F'!d mmenal

Ass es.si ng] Organizational R:eadiness tfCi·r Changs·

Tbe I,eve! of change readinessis (ifirlcnJ knQwledig.e [0 !the cltange leader because e1l1entua]a.'Cccptoocc and. il],i:egration of any 'clmnge requil:eii [hat: st.a:kehold.el:sa.nd<"l cricical IlliISS of" individuals" in the oi·ganiza~iol'll be co~rlvt':ly [~dy for and receptive tothe dlmge.

Assess:i'ng] O:rganiizatiomd Re'adines$ for Cha.nge

.A.sseuing otganizacitmaA readiness for :chang-c involves revi,ffwing botb the C\ognitiw .s,taiE>!! of'the il'lldividuaJ. Vlo.ikco!:!; as well as the contest and (H':garulzatio11 al euvirtHlmem: ill which [he change is 'taking plactl, The major ,d:im.eI1s.~oos of mgamza:donal rooness a,_nd dte: v3!dous compcnents within earib include:

.. Orgdnimtiol1tJi SIpporti This cb:an,ge: readiness dirnt.:nsi:OJ~ [neludes such .iscsues as the duity of tht otgancizat.ion's vlsion, the location 0f orgaaizatiorral ded.sion makin.g.me: ex.l:em: ofemJPtoyeepanidpariofi in pastorgafi~d()fial! change !'!fffln'$.d~.('l s:rnmgrh of the orgmnim.don.'s uail]Jrng and develepmeur effiurs, the exrem: rowhieh employees' suggestions are liseened [O,(he quality oforgnro14lit..ional ccmmualcadoas, and me extent of performance aOOOUfUabiIiry thro1!l;ghom: me organizariofl,

Ii> Ol'ganiz4iifmai crdttm;' This dlmem.l@i1 includes such issues as' ~he degree ,of Cl!lib:utalireeeptivity ro new ideas Qr i.nnowd0J1, whetherlteilltlwork. exists wktb.iil and beltW,teJTL' wO.Fk .areas, (lie :[:elativ~ level ,of trust between [eade rs a.fid empleYee5. wiher;:helr people ceene mgedtel' when under stress or resort te ()on~ict, the ex£e.[[!It to wl.tich. ·c.ll,lployees in. the pan have a.ctivdy p..anidp3.ted it! change eIlQI\t$,Il.;fId -whether poop!le .feel the:>" ·ater~po'!1~ible fott::b.ei.t OWIi suc.ce'Ss j'n tbe org<+nizatloo .

.. Tbech!fl7'rc,f! e:1i1/irD7:lm~nt;· This di.meii:IJ:doI1 of li'eadin~ llilclu.d.es such issueses the level of~wareness by Sitd:eholdei'S" LhrQughouc theo'.rg~w.it.adoti ofehe forcesmal:i:reci:riving ch:ange:~ rheclaricy of The change visiQI:il2ndl its eHects' en t"he org,;mizatioll, medsirity.oodquruiry 'of d~i~ measuresthat wtll b~ llSed to g'iluge rhe su~ce~s of th~ ,C:h~i me o,rgiullzadon'~Mstrir}' with pitBt change i!'l!.iitia:d'\ol6S~ we nurnlser 'of i;:bang~ .oocurrmg at the. same~~me. and, wnediu the :a.dv;amages :&om the chaQge. ounveigb the dlSad;V:il:n:tag:es.

110 Employees' at#mdes and hehlllJim: Thlsoo:ll1poiier:Hl:i:i.ldud~ such issues as whetb.cr 'emplo~lie:i as.e.rns.e ofu[l'gency forc.h.ange, '[he ex:ten.1r towhicll emplciy:e.e.s ;l:rcfu1ly Gomm1troo to and engaged i.!il their ffioijb1l1, me degr:eeVQ

II

lllhiich.employees are ;lihle t'Q ,a.ct: indepC!iulcnt1y m. dl.eil' jo9s, 'whetbermfiova~ [-orsand. rr~l- takers ms!:: at ,all Of~ni ... j:,r1Otnallevcls the ~r,-t ,h'di

. . - ... _ '. _~ " . - . _. . __ . - - - .. tl-"~ •. - ~. ~ - CJIl 00. W W . I.

etn:_ployw.: fed. thrut[h~have cne opporttutnil}i' [0 inf]lumc.e Oil' aikcr a change;. the dfeg.:-ee 00 which 'eme1oyees are llf:Ceptiveto ch~e" and! wllf~th'C;!!!' '!mlploy>ee5 have con.fl!dence In. meir mmaget's fibility to' guide them mrough the: chamg;e.

In [his chapter you have reflected on yow: organlzatiiod:s e.x:p~'del1!o~ wim chM.ge,expl.oE-ed me l)O..Ie of culture as-a facillftlJ[or of b.arder tn' i:hang~) examined chaD.g(lr,~neBs.i'l'ia .kq f::j:cwr I'.mibling OJ blo~l!cing commix" meat ro change, and reviewed lli!:,: four djmensions of,pxgmizadnnali. chall~ .!£ieadJi~ ness .. It's now time to inl;,e,gr.lte this new kl]:owledge illitoyour G'Wi)! practice and t~ chaIDige that yoW'orga:_oizad.oli'll is fadfig.

Exerdse 3,.1 asks you ~O' dOCUlJ;le.D.(; you,1' organiz.c:acicHi'S experiwJ~es with iJliUor

d· d I JI', IL· T' 1- ,. .. "I-Ill -I ·d .t:.. .. '-1 ,.

ugngan . leiJ:Wng c.nan.ge-. n~s.ex:e'OOIse WI[ DC.p you ,~enttih.rpotent!La, orgamm,.

[iOll~ c~gf: marnage,mel'lt :lissers upon whiih you can bu.il'd.wd idenli:ff peteneial orgiJJ.ni:tadOfi~ Hilibilides. Yottr am:we.ts here can give you s heads,.,up forth1llgs; to

Exercis·e 3-1. Reviewing your orgamza.tion·5 history with chanqe,

Retleu! en yallrQirgani~!io.nts: e:J(perienoo wiili intfoo",cin~ ane! sU5taininIJ ollange initiatives. :Fee~ free to ~neorpo.rate the mQ.StoomnnOIl ealise!i 0;( failed ,change inlllatN9S ,r!J3;b~e 3-11 alorllJ \M11f1il YlllJrpeapo.Hlses to tIne tn ought q;Ue.stiol'ls llfU the cllapts:r ,egard~ng yourorganrtation's pll'5t c~aoge i'fnftfali'l/!;is.

1. Org.a(liza~ion81 Ass!l(!.s: What has gone well \With your mgaPlllmti.cm's past ,cbangs inil.iartiVes1 What <lsp9clS(.If past eharng.e efl'CIirts achieved! their1a~get cbie~~jv@.f Wl1loll dfmese succeiSSf~1 as,pe~us ,can'! be U5.ed>a~.· at ml:lcel faj i n:trodVClrlg fuhlI·ecft1angfls?

2. Or~l!1i~!~1irI!'J1 L/abiJil'iBs: WhSlhasn't gon.e well with lihe OJWl:rniizatiolll's paSt ~ange in'IrIativas?

W~at s'Spects of tneS_f!1 ~'ei chilng;e iiniitialrrves, missed their ta11!91: ob"jec;uve$? IS.y how ml1lch~id the-V faH 10 m~1 the obj~tl\lesl

., ;;I ~ • II I l" III ~ ~ 11" .. II • ..

• ASiSeSsirlig Organizational FieadlnEhss for Ch,lmge

S. Th~ SC!Jrc.eso_f Suooess: 'V\Ihat factors· oon:!ri~ut~d !O th~ suooess cd pUt ~h8nge inl!i;3lwes1 What oe;lhifs end behevio!s by in.C!ividuets, tie!lms. ctl7l'panrnents. 1lnd!he Qf9Ein~l'ion a$ a whole ,col1uibured'IC me roo! causes 0'1 the, chalige e:f!ul1S"s,IH:iaeS5(

4. Jh~. SQl.lro.e,s ·of Failure; 'Wh1l1F1Iciors oontrib~l~d to th!;l'foJHu~aof !last dharige initl~tWesr WMt balia-fs and be:haviors bV indiv~.rjtli;il!'i, teams., ciepantmeonts., 1!liId lheQrgan'ilaii(ln as a whole. senrribuledlo Ule mot csuses o·t 'ihecl1af'ige eff,arts' failurel'

!i Leswns l.eilmecf WhSI arel the lessons lea:rned from yQll~ ",rganization's pasl sU.Goosses ,a~d fai~ UJW with change initiattves7Whai would VOIl recommend tn~t today"scnil.I1QIT leaders do diHiltrsf1IllylNilh !'leW change Inltlalhlss7 Wha~·c:urr.ent practfc9:S, sind approache.s to change would yOlJ

a-dviselhem to keep doing 8S tI1ey approocfl futruUI Ci'l!lIF1g9S? . .

Compledog exercise 3-2 will hd_plYOu iden.'r.i:fy potential culneral streagths and vWl1erniblliries in you.r or~p.niza[ian. Knowing rlle.s:e in advance ofinl1l:mducil1{!; at chaJllige w.iU heJp you bu.ild. yo!.!!: challge irn.iri.a:ti¥lll on the CI1bum'a.1 st!Jleflgths and pre'-· pa:re for pOrel:1IJrhl.!, cultural barriers to t~e change iillthl..rlVie'S success,

Exeecise 3,-3 offers: you a. d~ange te~.dl.itness assessment tool tbnt will give you and oth.er change [eaders .i.n.sIgllu .intO the rel.a:.tive change readiness of your i::!rgani7:aJtiJml based upon me four dimensiens (If feadifi~explored in this chapter.

III

Asses,shg O~ganizat;onal Readiness for Change

....... " illj.I:III.

- - - -- --------

Exen::ise 3,·2. Assessing your organizBtiorq's cultural: str,engths and liabilities.

Your organization's culm re can make or brMk: a ,change initiative. Al~~ough a fll~~ cultural ,aSS€lSSmenl pri.or to' ll"ltr'oduclnga change sMuid involve cO'nductil1g1 1'li:19rview5 and ['OGus g~oup"s with key stslliehoh;ier,5, the questions 111 th~s e*erOJs,e ~n ,at l'a1'lSlSiart you Ihin\::in.g about \!V8y~ 'tMt 'the OiJ~llire

can facilitate ,gr d'iS<lble wo~r change initiiartive',' . .

Defiriiitton:Y~ut or'90l1!'!izatiitm has b'een :;ucCe,s5f~lluplothe ~reselilli!rg.Elly because its culture has !lli;;j:~~ed h,gh=qu~~ity rSSLlltsfo~ its extllrn.aICIJ.Mi:lm,e~.s ilnd fa cm1iltml ~fllernal Entegral~O niand conesiv,9ness. 'rO!l1,ering Ilroductlve working f61aticfIIsh1ps arru:mQ inleJn!ll slaK:E!!hQI~ers.

Identify yO\Jt organiza,tion's cultlilM,1 stJanglhs,....the beltsis, varues, ,assumpt'onsii3'.nd beha,viors that Maveenabled Ule otg.lIllizatnonl to sueeessfu Lly antidpilte/re<spol'd to ·~xtemil·1 cu!!~omer requirements and! have .nlabled employee integration ilnd etfective teem Ipeli;(lHTI<!r'LCe:

WM ien ,c!tl1ese cUltlura.~ S1Y,engihs <can be used bycllange leaders re helll fa.cililate tile imrlJductiol1, a~ept8Iilre, and In.iegtalion of thea.J'1ange tlr]!rou~l1o:ut the' organ.izatfo.n?

II CII1turaJ Il.UtbiOOes .

I [O;efinition~ SQme CUlltufi!lletemefnt:s 1ft your ,CDrgani;miioo haw uno'er,cut your past ch8r~ge initiatives.

Wh;1!1 deeply Ileld leader Q~ empJoyee beliefs, values, a$.$lilmp,~ons. and behaviors m~gh.! wo~k: to sl'(MI' dOVifn or dHreGt~y~Miref\ge '(ihe 'cheng!:! .nni'tiative(

As <l chang~ Ir.ader, how wTlI yOy work to prev,em th0S8 CU.ltUtll:t elementsfr,orFl deraTlillg vour change initi9ilrve? Whalactions can you. IIho. other change leaders: take to modify the cha~.ge or Int~iilel1ce tile (;l,I.lture to he~p!(lcliffato;! the· cWla~Ra ]lwc&$?'

.... ~ . ... . . ..

. , .

Assessing Organization-a I R:eadiness for Cha!nge

Exerci'se 3·3. Assessing vour o,rga,nizstion's change readiness. :

------ ._- -_ ..

US'e this chOlnge: readiness a$SeSS)T1€Hlrt tool1D assess thE!' relative change ~;eadinass ~11 'your oJn~nilatiOl'l. YO\J ale enoouraged!l.'l invite other cn;;llngEl ~llder"S to complete this, toel and ~hsn CQ1iTh8 logatha! '10 discuss y'our collective reslJl~s. After you've assessed your QrgElnlmliof'l's change readineSS', use 'the fflS~,d!:S: 10 n~lp Y01;l, 'sl'tape~ your t~ailg€ plan t~ a way tnati n0(1rpo~1l1.es the readJl1ess !e\ole~ olths :crganizalion,

,.,muatji!ln$.':C~laiftgs lead\a~!! s~ou[dcomplete this readtness assessment pri(J(' tolntiOduclllij a SJ)EI~ Gifi~ chtinge. Thls tg~1 is' int~rn,ded as <! '98119["<11 assessmeilil of Cnan9iE! readine's5, OlCSpe.rCeiIleQ .by i! c/taiJge leads". The, 19\191 of readiness ls Ile~pfu~ 'to the: e:xte nt that the ch al1lge ~e13 dsraeeu !aIBlv under- . mnds th.estfel'lgtMs allheS:Elcom[lonsif'ilts aSlhey 'llisV be perceived by employees.:at aill levl'ls of

the Omaniza~(HJ. If the: lea:clefr acc,ui'El.rely 5,el1lsesthese oompcl11ent!l B'S .Pafreived by emp/oyees,.IM~ Ihis~! cam, help the leadar s,t:ruct>lre the chan'ga al::Cllrdingly, If Ihe a::Mange lea~lr is ufI!lble 1Q

answer thes~ QM~$t1oi'l:S.wlth c{llilfidenf.:e; men 'Ihe ,e$$es.~men't Willi be les:s SOCOfale. To ir'lCf>aI'lSfi 'Ihe aoouracyof thiS assessment. rt is recommended that cnalllg.e ~eadarsgiltfler dafa from D.the,s rre-gard-In:g ,employee perceptions 01 these issues before cornpletirng this ElS!3SSsme.nl.

IRdlcafcd four IBitel ,ut B,grernilm with HCh mifill'ment u5inglthL! fa,lIowing .Kil/e,::

-3", stronglv disBgre"Ei tl'" $Iighlly agree

-2 .. dlsagft1ie +2 "" ,fJ!lH'te

-1 = slighlly dl:s.agffiB +3: str,ongly a.grEls

I] "" Mo! Su-reiDon't Know

1. The !Oir!!iln~la!jon'.s vis roo is truirya shared 'Visior1 ~ifl ihe~ em~loyeesat aU levels understand, va I lI,e, and wori::low8'fciaccom:pl'isning iMls visiOl1 through their da]~v work,

2. lDetlsiorit IIli00kirigand aull'1o:rity <Ire decelil'lrallzed; '!hilil is,lhere are muiliple ISloI'els 'Qj declsion milke'5thrOI!j~hout!1!l8 arg:ani<atio!1,. and deCisron making isn't centraUzed ,at Inl:! !OlP.

3. Emr;!~oyees have, in the past, ec~ve~ p"al'iiCl~led ill orgenlzationa! deCision m~k:ing. goal setting,. ~nd !lrganiz:alional, diang€l Il'Iitiativs·s.

4, Emp~oyee-s 1i:lees anal !l'IJgg!!!5tioresi'Qr imprlWillgth~ir work 1!l1!d (ile IOrgan.irnticm are jisteJ1ed to.

o. Emproyees view the (lfganizat]rJFj's t~ainlngl.md development 'prog.~ms. 85 ·effectIve and 5uPlJOrti"'E' of 'r::h8n.g~rill-en training :needs,

6. The lor:gani2a!ion is effective III se-ning land! achieving me~sl.irab!e ~erformarj.ca 'iJ(aafs i[ll1!d targels.

7. The Ofgilf'lEzailion eflec:tivety uses mu~tpla communicalion ooannels to f()"u\l1'1€llya.nd ,e-liacliwMy commu.nicate Io'irrlhem,?loyees.

Assessing OrganizaHonal Readiness for Change ,.".

~ II, ..... ~ II .. .,. • II. II!! III

Exercise 3·3. Assessing your Df"ganizat~on's change readiness (continued). ,

'CliIHura:1 Compolilent

Or1JanlztUo:nal C.hange Readiness ,AsHssment

ffidiwta yO!.!'f ij~J af' agmm.nt with iltleb 5tat.mHt using the '"Howin" ICIIle:

..J '" slH:mglv d[Sa!,!(~e +'1 '" srtg.h~1v ilflree

-2 == disag!se +2 = agree

-1 '" slightly d~ag,ree +,3 = SIOOf;lgilV agre9

o .. Not $ur~/iDM't Know

S.. T~e organ,:zatioil'S CiIJil:Ur~ '~its deElply he'ld b6lief5, va,r:~M. and

ass U'mp~ii.lFrs) iso~enand pe~:e,p!We to rJ;~W ~dea::;, inno!lallafil, al1dchMg:e.

I rf. Re~ll~m,w'Ofl': ,endl col!ab.o.ra~.Q1'Ii exist !il/itJllin and bet\:veen orgai"1l;~!ltional

I WalK unrts/depa:rtrrnenls.

I H). Thars ls.s Mlgh l'e\lel of trust Mlwesn Leade.rcs ooei ern~jO'fge!j,.

11. Wlhentn!3,going getS mwgh h81111,peoplatend to '!l:tit;:1:: tQg~er- and

h"e~p each O~h:er cut.. ..

1:2.l:mploye.es gen8!l;EIlJv feel enoo~rag:ed!o innovate> cifer ideas, and ta:Ke risks"

13. Ouning past change initiatives., emplpyees Mve generall~ s~eppM up aM !liltivaly ;~r!fcipaled In helping to shape and implement thes.;!: changes.

14. People here gena"ral.ly' feel that 1.ihay are pemona.lly resPQn'lsib!e forlheir 'Q"W!il success,

The'Chang8 &nwiromnent Co:mponent

1'5. Pe o.~leElre aware cl'lthe ~orces ·t:!nvi ng, cha nge Ihat· eKisl outsrde

the c[ganizatier1. .

1'6. The lir!,l!lo.~e~ cm.E!n{M~ (1M li5 affects on all organ~ationill~ climens.j(1n;,!> Islfucture;stlategy. processes, workflow, systems, lind ~o anI !He de&rly deflnad and ul1d~rstocd by these Ileading l.Ihe r.:h~nge;

117. When the change ~5 coITllPl;e'led. we;'U be ilb1e to ·gaug,a, our success with: the cllange eftort bec<!l(!se there!! ~ecle,a r measures iiJ' evaiua Ie 'the thang~, fElsult:s.

m.The organizatIon has sucoessfui~ ~mplem~nted: eh<!!!lg:e knitl<rtiv,es· in the past.

lS'.lhe rea'$onb~hind 'the eaming change can ba tro'alii5ilal>ed ,B.(lsily rflt.o tangible e\iidenoo that \Mil get the atl:entUcrrl of empliJvees.

II

20. The numbar 01 e:llange initiatives currently under W8"{ reeJis !1naoag~ble by ,employees wh.o an'Ji most aif,ected b"y any ch.lInge.

21. The perteived· beroe'flts f['QRl 1:l'Ie efiange ait,e greater than tf:le :peroolVed los5e~, or di5advanliig.as,.

'CoD!I'\P~!nl 1 ....

22, Employeesleei g, sense of urQ.el1cy~a feU rLeeHOf cnang;e.. 23, Employ6€s have ,El l1~gllllevel o1iobr engagement; th:a~ 'is, job

~ngi3gi8memt r,ellee-ts employee,qammitrnent to their jobs' and t~e 'Company.

24, Employees feell sotelo makedecisiol1S and act inO€iP6)1:denMy cornc9Jlling 1neir d<lltiy \!Vorle

26, InFi(l\!','i;lOfil, Biitr"(lpmneui'S,. ·llii'l,cI· ri$~ take<rsE'!C(i~t at 1l1~ levets I'Jfthe ,o~'9~n~tiOI1,

26, Emplo,!{@'esare generally Imep~ive to change rathi7r than 'fee liM that "thls too shall P!!8S;'·

27. Wlil,en!;:hang.e ~a,ppens" employees typically believe.th8illhiey have the Op,portunitY to innuence or aHem the th;:lIlge,

2;6, iEmD~o¥ee$hiJi\le ocmli~enc8 in 'theiir managers' a:bili'ly to g~idB tnem sum::6'ssflllm,V through the dUlng:e.

Ints'lnatfng '(our Ohsngs' RtlJadine55 Store ilyour olienilll' fEiadi:nei:iis s.cors is UltG or a negstive number,thg mganlllJ,tion is p,otlllbly nor fiiady far :tho C{)BJlje, end the 'c~al'!l!ie eflmt liS 1i~&1y!o. fall. I~xamm& the lewesl soolingleadiliies5 {)Qfirll'lon:en!5 te i~,elt1Py speoifio. am(l$ wl1(lre your o[,g!lniz1l1uo~ may p,e'leasi raadv f,ar mange.,'

If your overall readiness score is bel'Areen 2:8 and ·56; 'ihe.OI{l<ml:mtion 'h1:!~ 11 mod9fiJlelo\l's,1 o! cnlliligil ~aadiMs8,. The change eHon ls lib31y IOJ be- llucces5fJj~ amy thmllgJ'B c>lre!ijJl ~mplet'f1efi:tIIulo.n ,~~{j"ttemion 00 the issf:Jes id.i:mi:ll~ed TIn the Iflw9r'SoQ[IIl.1l ma.i:lil'll!ss oompon.Bl'lts ..

. if ,our ovela!1 re"diness score is ,1ls:IWeen 57 a.nd

'84, ~he organIzation has tl' hi91! ~fl\lEi1 of i;MnBe ~ead1· n.SS<$;. The c~ange, effort is, ~ke!jI' to be successful as long ,ElSofgilnizational Ie<lcers. employee.s, !llf!l!:I these r~adi- 1l9SS! ccmpomint:s, SUlV aligne"d with <lir:ld nloeplif.1e tt) U1B id:tl1l ot nhange as theH'iOllFee of organtl9tiona.! ,enewat

Clltlura~

Cl1ang~Enviro!1m8fit

Empl.OyS9 A!titucie5.

fotlll'OveraU Ohange ReadIness

So' far in di.is book. we have exploreclthe dlaracrer of ~h:an.gc, me forces mal:ru:e driving otg.miution.u mange today~ and me faetersthat influence youx ,orga,niza,tiulli's relative readiness for chang,!;, With, t!b.e!ie cba:ptetssitving: ~, b.acltg;toud., its, now time [0 Inneduee 'me OO~'e of thlii~ book: Ithe modd for lea.ding; change and 1Jhe rolethar leaders and m®:tIgers play within this model in driv,iftg cl1m:ge: _oorwl!l:rd.

op\ln-oh~!3d maienal