10 errors in managing change 1. 2. 3. 4. 5. 6. 7. 8. 9. Lack of commitment from the top. Lack of a clear, inspiring vision.

Lack of a sense of urgency. Inadequate communication. Inadequate consultation. Looking for a quick fix. Insufficient support for people.

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.

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Not thinking it through.

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Not managing the stakeholders.

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10. Failing to learn from experience. Evaluation Values

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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.

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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.

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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.

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It can be used s: The change m practices adop managers of t f diagnostic instrument to identify areas for corrective action. to get people thinking about the issues and to promote dialogue. vention in its own right. The approach taken may be evaluated in a Post view. y How the over change is rep line managem eter of opinion at a series of points in time. Individual cha personality. The CMI offers a means of finding out how your change programme is going while you mething about it. y y ement Indicator is intended to be used once a major change process is underway. but by then it is too late. The model underpinni proposes that peoples change and their attitu influenced by four key The inherent change.The model 0% of change programmes fail seems to be widely accepte. ement Indicator has been developed jointly by Peter Hyde Management Consulting and John Hayes Associates as a f providing feedback from people in your organisation about how change is being managed and its effect on them. indicating whether the trend is in the desired direction. y e the situation in different parts of the organisation and thereby identify localised problems. but not yet complete. The model looks like t ark against other organisations which are undergoing similar changes. Using the CMI The CMI is delivered o The core questionnaire demographic characte respondents and the e model described abov It can be tailored to a individual requirement A range of reporting o We can help with follo you have assessed ho .

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