IMPLEMENTING

CHANGE
Gaining Support and Involvement of Key People
Developing Enabling Organizational Structures
Celebrating Milestones
Gaining Support and Involvement of Key People
 “ A wise person once said never to expect
100% support from any individual who was
not personally involved in devising change
that had an impact on their work.”
Don’t Treat Employees like Children
- Creating a work environment where employees feel they have the
power to initiate change is also positive and a tribute to your work culture.
But, more frequently, employees find themselves caught up in changes
that others re initiating.
- In any change, especially one that affects the entire organization, it’s
impossible to involve every employee in each decision. But when change
works, more often than not it’s because the organization has gone out of
its way to use employee involvement.
 Employment Involvement in Effective Change
Management
- These are the steps you’ll want to follow as you involve your
employees in helping make a change:
1. Create a plan for involving as many people as possible, as early
as possible, in the change process.
Make this plan with your change team, your senior managers and
whoever will be leading the charge for the change. This senior or
management team plays a critical role in building and developing
support for change.
2.Involve all stakeholders, process owners, and employees who will
feel the impact of the changes, as much as possible, in the learning,
planning, decisions and implementation of the change.
- Often, in change management, a small group of employees learns important
information. If they fail to share the information with the rest of the employees,
the remaining employees will have trouble catching up with the learning curve.
3. Leave no employees behind.
- If a small group makes the change management plans, employees affected by the
decisions will not have needed time to analyze, think about, and adjust to the new
ideas. If you leave employees behind, at any stage of the process, you open the door
in your change management process for misunderstanding, resistance and hurt.
4. Involve each employee in meaningful decisions about their work unit
and their work.
- An effective way to do this is at the departmental level. When the changes
are in progress, talk to your team and then, to each employee individually.
Your purpose in having these conversations is to let each employees
participate in identifying the impact of decisions on their job.
5. Build measurements systems into the change process that tell people
when they are succeeding or failing.
- Provide consequences in either case. Employees who are positively
working with the change need rewards and recognition.
 How to deal with Naysayers?
- After allowing some time for employees to pass through
the predictable stages of change, negative consequences for
failure to adopt the changes are needed. You cannot allow
the naysayers to continue on their negative path forever;
they sap your organization of time, energy, and focus and
eventually, affect the morale of the positive majority.
How to gain Support from Upper Management (Senior Leaders) in
the Workplace?
1. Survey Those Involved
- When attempting to initiate a new project, gather information from those involved
in it. Build your case by showing the necessity of a new proposal. Without
evidence, senior management is not likely to see the need for a proposed change.
2. Show the Budget
- Money talks to most members of upper management. If you’re suggesting to
implement change at work or put a new process in place, show how it will be
funded. Senior managers are more likely to support an idea that already hs
financing in place.
3. Give the a Choice
- You’re more likely to gin upper management support if they feel they had
a hand in a decision. When you want to change how something is done,
come up with more than one solution. Make each suggestion a viable
answer; you’ll be happy with the decision to whichever one management
chooses.
4. Fit into their Goals
- Upper management has its own set of goals and objectives to meet
throughout the year. Show how your goals help achieve the bottom line and
you’re more likely to gain support for an idea.
 What you should expect from Senior Leaders during Change?

a. Establish a clear vision for the change management process.

b. Appoint n executive champion who owns the change management process and makes
certain other senior mangers, as well as other appropriate people in the organization,
are involved.
c. Pay attention to the changes occurring.
d. Sponsor portions of the change or the change management process, as an involved
participant, to increase active involvement and interaction with other organization
members.
e. If personal or managerial actions or behaviors require change for the changes to take
hold in the organization, model the new behaviors and actions. Walk the talk.
f. Establish a structure that will support the change.
g. Change the measurement, reward, and recognition systems to measure and
reward the accomplishment of the new expectations.
h. Solicit and act upon feedback from other members of the organization.
i. Recognize the human element in the change.
j. Senior leaders must participate in the training that other organization members
attend, but even more importantly, they must exhibit their “earning” from the
sessions, readings, interactions, tapes, books r research
k. Be Honest and worthy of trust. Treat people with the same respect that you epect
from. Change is difficult and progresses when the people involved feel supported,
respected, and that you care about them.
 Developing Enabling Organizational Structures

ORGANIZATIONAL STRUCTURE
- The framework around which the group is organized, the underpinnings which
keep the coalition functioning. It’s the operating manual that tells members how
the organization is put together and how it works. More specifically describes
how members are accepted, how leadership is chosen, and how decisions are
made.
 Why should you develop a structure for
your Organization?
1. Structure gives members clear guidelines for how to proceed. A clearly –
established structure give the group a means to maintain order and resolve
disagreements.
2. Structure binds members together. It gives meaning and identity to the people
who join the group, as well as to the group itself.
3. Structure in any organization is inevitable. An organization, by definition,
implies a structure. Your group is going to have some structure whether it
chooses to or not. It might as well be the structure which best matches up with
what kind of organization you have, what kind of people are in it, and what you
see yourself doing.
 When should you develop a structure for you Organization?

- It is important to deal with structure early in the organization’s

development. Structural development can occur in proportion to other
work the organization is doing, so that it does not crowd out that work.
And it can occur in parallel with, at the same time as, your organization’s
froing accomplishments, so they take place in tandem, side by side. This
means that you should think about structure from the beginning of your
organization’s life. As your group grows and changes, so should your
thinking on the group’s structure.
 ELEMENTS OF STRUCTURE
1. GOVERNANCE
- Some people or group has to make the decisions within the organization.
2. RULES BY WHICH THE ORGANIZATION OPERATES
- Many of these rules may be explicitly stated, while other may be implicit and
unstated, though not necessarily any less powerful.
3. Distribution of work
-The distribution can be formal or informal, temporary or enduring, but every
organization will have some type of division of labor.
These are four tasks, that are key to any group:
• Envisioning desired changes. The group needs someone who looks at the world
in a slightly different way and believes he or she can make others look at things
from the some point of view.
• Transforming the community. The group needs people who will go out and do
the work that has ben envisioned.
• Planning for Integration. Someone needs to take the vision and figure out how
to accomplish it by breaking it up into strategies and goals.
• Supporting the efforts of those working to promote change. The group needs
support from the community to raise money for the organization, champion the
initiative in the state legislature, and ensure that they continue working towards
their vision.
COMMON ROLES:

Every group is different, and so each will have slightly different terms for the roles
individuals play in their organization, but below are some common terms, along with
definitions and their typical functions.
a. Steering Committee is the group of people who get things started. Often, this group will
create pan for funding, and organizational and board development.
b. A coordinating council (also referred to s a coordinating committee, executive committee,
and executive council), modifies broad, organization – wide objectives and strategies in
response to input from individuals or committees.
c. Task Forces are made up of members who work together around broad objectives. Task
forces integrate the ideas set forward with the community work being done.
d. Action Committees bring about specific changes in programs, policies, and practices in
the sectors in which they work
e. Support Committees are groups that help ensure that action committees or their
individuals will have the resources and opportunities necessary to realize their vision.
f. Community trustees, also known as the board of trustees or as the board of
directors, provide overall support, advise and resources to members of the action
groups.
g. Grantmakers are another part of the picture. It exist on an international, national,
state and local level and may be private companies and foundations, or local, country,
state or federal government organizations
h. Support organization – are groups that can give your organization the technical
assistance it needs.
i. Partner Organization are other groups working on some of the same issues as
your organization.
 WHAT TYPE OF STRUCTURE SHOULD YOU CHOOSE?
First, decide upon the formality your organization will have. The following table, adapted from The Spirit of
Coalition Building can help you make this first decision.
Conditions favoring more or less formality in organizational structures

A looser, less formal, less rule bound structure would A tighter, more formal, more rule-bound structure
Condition
be favored when... would be favored when...

The organization is in lat

Stage of organization development The organization is just starting
er stages of development

Prior relationships among members Many such relationships already exist Few such relationships already exist

Prior member experience in working together Many such experiences have occurred Few such experiences have occurred

Member motivation to be part of the organization Motivation is high Motivation is low

Number of organization tasks or issues (broadness

There is a single task or issue There are multiple tasks or issues
of purpose)
Organization size The organization is small The organization is large
Organization leadership The leadership is experienced The leadership is inexperienced

Urgency for action There is no particular urgency to take action now There is strong urgency to take action now
 Celebrating Milestones
A celebration of a smaller milestone may simply be a
personal acknowledgment to yourself of what you have
achieved in the last months or year in a particular area
of your life. Or it could involve sharing your mini
milestone with a friend, peer or family member or a
celebratory lunch or party.
Provide structure and predictability in an unpredictable world.
Even in the best of times, there are plenty of challenges and changes to stress us.
They also give us the opportunity to look forward to the next one and offer the
possibility for doing it differently. 
Help people make important transitions: Some changes in our lives change us
utterly. They change who we are related to, how we spend our time, how we are seen
by others, indeed, how we see ourselves. For the individual and our community,
traditional celebrations mark a “before” and “after.” They are a statement that from
this point on, one’s life isn’t going to be the same.
Foster and affirm connection: There’s a well-known phrase: “It takes a village to
raise a child.” More to the point: “It takes a village to sustain all of us.” Whether
cultural, religious, or personal, ritual celebrations affirm that we are not alone; that
there are others who hare our values, beliefs, and ideals.
Provide models: Ritual celebrations provide children with a playbook
for life. They give adult who love them an opportunity to explain the
meaning of the event for the person
Create memories: Family rituals are the stuff of family memories.
Whether the “ritual” is unique to the family (a yearly camping trip,
certain decorations at holidays)
Preserve a culture: When a culture stops celebrating what makes it
unique, it starts to evaporate.
 How to celebrate Milestones?

1. Treat your team. Your employees are your company’s lifeblood, and your
success depends on them.
2. Give your employees a meaningful gift. Gifts are another way to thank your
employees
3. Send thank you cards.
4. Throw a party
5. Rebrand
6. Publicize n your milestone
7. Make your customer a special offer.
John – Stahl-Wert says it is important to celebrate milestone for five
reasons:
1. As human we are called to grow. “Becoming more” is essential. We suffer when we don’t
grow. Every milestone deserves notice. It is affirmation of an accomplishment.
2. Growth is nourished by encouragement. Celebrate even the small steps because “small is
where big comes from”. We guide other toward bigness through encouragement.
3. Acknowledgement milestones gives us the opportunity to reflect on where have been, where
we are now and what we can learn from this part of the journey. Our growing and achieving
is for the greater purpose of our service to the world. Achievement , in and of itself, doesn’t
fulfill, and without reflection, we are trapped by an insatiable avarice to fill a bottomless hole.
4. Nothing locks in learning like a party. It signifies that the accomplishment really matters.
5. Celebrating milestones reminds us to give thanks for every moments. When we apuse to
celebrate something that is noteworthy, the act of slowing down invites us to notice
everything else.
 Celebrating milestones along the path toward
goals is a crucial component of engagement. It
helps honor the hard work folks are putting in,
incentives reaching goals and generally just
creates a more positive environment.