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Sustaining and Management of Change
Making planned change ‘stick’ often proves hard for sustaining and management of change. Embedding is the best way of getting back the investment made in a change initiative.
Achieving embedded change means getting the stakeholders, the change managers and change agents to focus on creating the environment that makes the transition from new to business-as-usual compelling.
WHY IS IT WORTHWHILE?
The evidence against overly directed change – management of change driven from the top – as an effective model is overwhelming, as is the absolute necessity for there to be senior commitment to the change for it to work.
The resolution of these two apparently contrary drives is to find ways of combining the organisational and individual drivers for management of change and making them synergetic rather than opposing giving rise to organisation-level change that encompasses the changes individuals make as they adjust their coping routines.
WHAT WILL YOU EXPERIENCE?
CITI approaches sustainability in two ways:
- CITI ensures that people have the licence to do what needs to be done to make the change a reality in their working lives. The differing ‘leadership’ levels get supporting tools and are equipped with transitioning techniques. Change leaders, change managers and change agents are reminded of their success criteria and given ways to enact and measure them.
- CITI develops from the ‘make it wanted’ phase of the change initiative a compelling story which is used to remind the organisation and the staff involved what good looks like and why what is happening is happening. The energy released is used to eradicate old unwanted behaviours and reinforce the new.
CITI absorbs much of the stress and tensions in transferring change into operations. Creating compelling stories, aligning the organisation and individual, and assisting personal change, all support the sustainability of the change.
HOW YOU MIGHT START
The trigger for engaging CITI is usually that the planning only includes implementation – the handover and warranty period – and there is no credible benefits realisation plan.
In these circumstances the sustainability of change management within the organisation has become disassociated with personal or individual change mechanics and the projects objectives are likely to missed.
Our approach to business case studies would typically involve the use of the following tools and models:
OAFR: Observe – Act- Feedback – Reflect model
We support the development of project-based workshops and provide experts to create business cases, and then using our Reflect-Learn-Apply approach embed the knowledge, skills and attitudes into the organisation.
DISCUSS SUSTAINING AND MANAGEMENT OF CHANGE
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