CHAPTER

Sustaining
Change

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
 Images of Managing Change
Images How Sustaining Change is Viewed
Images of Director It is the responsibility of the change manager to design the change
Managing process and direct people to comply such that the change objective is
Change achieved as planned.
Navigator The change manager designs the change process so as to best fit the
conditions faced, recognizing that modifications will almost certainly
Sustaining need to be made en route and that the final outcome may not be as
Change originally envisaged.
Caretaker To the extent to which intended outcomes are achieved, this is primarily
Actions for the result of environmental factors, not management intervention.

Sustaining
Coach If intended outcomes are achieved, it is because the change manager
Change has been successful in helping organizational members develop within
themselves the capabilities necessary for success.
Change
Interpreter The change manager plays a central role in the development of an
Managers understanding of the meaning of outcomes, in particular with regard to
Beware what is taken as a successful resolution of the change process.
Nurturer Change processes will have outcomes, but these are in continual state
of flux and are largely out of the hands of managers.
12-2
 9.1 Sustaining Change

Images of • Once implemented, change is not always

Managing embedded in an organization.
Change
• The ability to make the change “stick”
Sustaining
Change indicates the long-term success of the change.
Actions for • Change can be said as sustained when the
Sustaining culture of doing things in organization is
Change
accepted by members of the organization.
Change
Managers
Beware

12-3
 9.2 Actions for Sustaining Change

Images of • Redesigning roles: This is a common

Managing
Change
outcome of change and is a sign that the
change is of considerable importance.
Sustaining
Change
• Redesign reward systems: reward
systems form part of the culture and
Actions for changing this is a way to directly
Sustaining influence the core values of the
Change
organisation.
Change • Link selection decisions to change
Managers
Beware
objectives: Selection criteria are symbols
of whether new ideas and change are
being encouraged.
12-4
 Actions for Sustaining Change

Images of
Managing • Act consistently with advocated
Change actions: This indicates the permanency
Sustaining
of change through adopted practices
Change and priorities.
Actions for
Sustaining • Encourage “voluntary acts of
Change initiative”: New practices that support
the change should be encouraged as
Change
Managers the norm at all levels of the
Beware organization (esp from lower level)

12-5
 Actions for Sustaining Change

Images of • Measure progress: Measures are used

Managing as a means to quantify the progress of
Change change and to provide achievable
goals.
Sustaining
Change • Celebrate “en route”: It is encouraging
Actions for
for all involved in the change if short
Sustaining term wins are acknowledged and
Change celebrated. This enhances the
credibility of the program.
Change
Managers • Fine-tune: The change program should
Beware be open to remodifications which will
improve the change outcomes.
 9.3 Some words of caution /
Change Managers Beware
Images of • Expect some unanticipated outcomes -
Managing To face up the outcomes
Change
• Be alert to measurement limitations -
Sustaining
Change
Need to be cautious on managing change
• Don’t “declare victory” too soon -
Actions for
Sustaining Don’t be too complacent
Change
• Beware escalation of commitment -
Change Open for critics and admit the mistake
Managers
Beware • Recognize “productive failure” -
Learn from mistake
12-7
 The end

• End of chapter 9
• End of syllabus