Organisational Change and Transformation

Published Date: 23 Mar 2015

INTRODUCTION

Organisational change practice and research aims at the improvement and development of organisations for the purpose of enhancing effectiveness and responsiveness to external changes through better people management, competence, communications, systems and structures. It is not a discipline that has more practical relevance in one sector than in another: the methods and approaches of the discipline are being applied in business and government alike.

Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture. Many factors contribute to the effectiveness with which such organizational changes are implemented. Whether the change processes are essentially unplanned and discontinuous, planned and strategic, or incremental or revolutionary, they have profound implications for people management and development. Change of any sort evokes the need for innovation, creativity, learning and culture change, all of which lie legitimately within the sphere of interest of personnel and development.

Professionals working in personnel and development can be central actors in the management of change in such matters as people resourcing, learning and development, reward structures and the development of new sorts of employee relations all in a strategic context. Personnel and development professionals at a senior level need to demonstrate the contribution they can make in helping people in the organisation to:

• Recognise and interpret the relationship between organisational vision, capability and the internal and external environments

• Mobilise processes that enable change processes at the appropriate level for the requirements of the organisation.

There are seven aspects of change readiness according to researches, which include perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. At its core, change readiness involves a transformation of individual cognitions across a set of employees (Amenakis, et al., 1993). It is the people who are the real source of, and the vehicle for, change because they are the ones who will either embrace or resist change (Smith, 2005) Therefore, it is vital to assess individual's readiness perception prior to any change attempt.

ORGANISATIONAL BACKGROUND AND PERCIEVED NEED FOR CHANGE:

For this Analysis we have learnt and understood a Chemical Company named Omega Chemical Company. Omega Chemical Company Inc. is a Canadian-based company specialized in the manufacturing of chiral compounds such as:

Chiral amino alcohols, Protected chiral amino alcohols (BOC and FMOC),
Chiral protected amino aldehydes,
Beta-amino acids,
Amino acids analogues,
Building block and more

Need for Change:

Over the past decade, the chemical industry has been increasingly commoditized. Cost pressures have been abundant and the ability to succeed has become dependent upon highly efficient internal processes and better customer service. To better compete in this environment, one Omega chemical determined they needed to re-engineer their global ordering processes and the systems that support them. Their aim was to create the perfect order process The perfect order process would yield the following benefits:

• Increase customer loyalty by creating easy, flexible and reliable interactions with the company.

• Provide the competitive edge of a Six Sigma capable order management process.

• Eliminate the cost of rework.

• Maximize employee productivity and satisfaction by providing the right data and the right tools. The technology was available.

The perfect order would assure that it is integrated to work more smoothly.

This process had many components to it:

• An integrated desktop that would provide customers with the information they need in the shortest possible time.

• Technical service representatives armed with knowledge of many topics and access to many types of information - everything from product specifications to product data sheets and regulatory information.

• Easy access to all the information sales representatives need to more quickly address customer goals and needs.

• A cross-business view of an account, to help them leverage relationships. A portal to the many people who contribute to serving the account, such as marketing, customer service representatives, to allow them to more easily share information.

• Customer service representatives empowered with all the information they need about a customer or an account from one starting point. Data from SAP, Siebel or other sources would be only a click away.

In addition to speeding service to customers, the processes and systems would improve personal productivity of employees as a result of reduced systems look-up, seamless movement across multiple business systems and a consistent interface across multiple communication channels.

Integrating customer segmentation and customer service rules facilitates on-the-spot decisions by front-line employees. Training time could also be reduced as a result of an intuitive customer interface and simplified screen navigation. Thus Organisational change was inevitable.

Key components for organizational change for Omega Chemicals:

• Communication channel control intelligently routes and manages inbound/outbound voice, fax and e-mail communications

• Fast access to enterprise applications such as SAP, Siebel, Rail

• Fleet Management System

• Access to Intranet/Internet and other internal databases

• Customer Account and Contact Profiles in Siebel

• Activity assignment with sales, technical support and Customer Information Group

• Customer surveys

• Reporting

DESCRIPTION OF THE PROCESS:

Brief Assessment:

Establishing a Sense of Urgency

• Examining market and competitive realities

• Identifying and discussing crises, potential crises, or major opportunities

Forming a Powerful Guiding Coalition

• Assembling a group with enough power to lead the change effort

• Encouraging the group to work together as a team

Creating a Vision

• Creating a vision to help direct the change effort

• Developing strategies for achieving that vision

Communicating the Vision

• Using every vehicle possible to communicate the new vision and strategies

• Teaching new behaviors by the example of the guiding coalition

Empowering Others to Act on the Vision

• Getting rid of obstacles to change

• Changing systems or structures that seriously undermine the vision

• Encouraging risk taking and nontraditional ideas, activities and actions

Planning for and Creating Short-Term Wins

• Planning for visible performance improvements

• Creating those improvements

• Recognizing and rewarding employees involved in the improvements

Consolidating Improvements and Producing Still More Change

• Using increased credibility to change systems, structures, and policies that don't fit the vision

• Hiring, promoting, and development employees who can implement the vision

• Reinvigorating the process with new projects, themes, and change agents

Institutionalizing New Approaches

• Articulating the connections between the new behaviors and corporate success

• Developing the means to ensure leadership development and succession

Our analysis finds out that there are specifically the seven aspects of an organization readiness for change. Organisation Change Process should analyse all these aspects strategically:

1. PERCEPTION TOWARD CHANGE EFFORTS

Employees' perception toward change efforts that take place within the company Omega is an important aspect of change readiness. Moreover, employees' perceptions of the organization's readiness for change have been identified as one important factor in understanding sources of resistance to large-scale change (Eby, et al., 2000). These perceptions can facilitate or undermine the effectiveness of a change intervention (Armenakis, et al., 1993; Lewin, 1951). Employees as the target of change are central to the success of the change efforts because their attitudes, skills, motivations and basic knowledge form a significant component of the organizational environment in which change is to be attempted (Smith, 2005).

Perception influences employees' attitudes and behavior intention in facing the impending change. Past experiences, on the other hand, influence perception process in interpreting information that pass through individual cognitive process. Employees' perceptions toward the success of previous change efforts also influence change readiness. Information related to change will be associated with the individual's past experiences by giving particular attribute toward the initiated change. Individuals have preconceived notions about the extent to which the organization is ready for change. These perceptions are likely to evolve over time as individuals develop a history within the organization (Eby, et al., 2000). McDonald and Siegal (1993), Iacovini (1993), and McManus, et al. (1995) suggested that employee's attitudes toward a pending change can impact morale, productivity and turnover intentions (Eby, et al., 2000).

Moreover, employees' perception toward company's flexibility in facing change is also crucial. Employees' perceptions of the organization's ability to accommodate changing situations by altering policies and procedures was strongly related to perceived readiness for change (Eby, et al., 2000). Employee's perceptions of the degree to which their organization has the flexibility to achieve change, and the extent to which they can actively and genuinely participate in the process, are important factors in achieving successful change (Smith, 2005). Thus first step that Omega Chemicals need to take is to analyse and let their employees know the need for the organizational change to the company and their betterment by the organizational change strategies. Management need to let them know that overall benefit of this change management or organizational change will lead to organizational betterment and in turn their growth and betterment.

Here Omega Chemicals needs to be very careful as it has been observed in past that employees believe that if there are organizational changes these would not benefit them, else these would be designed to get more work from them or to reduce their numbers in terms of employees size and strength. Thus Management need to draft these strategy very tactically that they can influence the employees and there betterment with these changes.

2. VISION FOR CHANGE

A vision states and clarifies the direction in which an organization needs to move. Without a sensible vision, a transformation effort can easily dissolve into a list of confusion and incompatible project and can take the organization in the wrong direction or nowhere at all (Kotter, 1995). Therefore, employees' understanding and comprehension toward company's vision and change's vision is very vital. Kotter (1995) also suggested the importance of creating a vision of what the change is about, tell people why the change is needed and how it will be achieved (Smith, 2005). Martin (1993) as well as Terry (2001) pointed out that a vision is an important part of a change process but leaders of organizations need to be aware that a vision should only give a direction to employees (Stadtlander, 2006).

People within an organization have to have the same aspiration toward the imminent change. Strebel (1996) noticed that many change efforts fail because executives and employees see change differently. For example, for many leaders, change means opportunity - both for the business and for themselves. But for many employees, change is seen as disruptive and intrusive (Stadtlander, 2006). Through active, ongoing and meaningful involvement in the change process people can be helped to see the connections between their personal work and attitudes and overall organizational performance and employees can be encouraged to embrace personal responsibility for achieving change (Smith, 2005). Personal valence, which clarifies the intrinsic and extrinsic benefits of the changes, can help develop momentum for change. Specifically, when employees see how the change will benefit them, they will begin to seek out ways to improve the transition (Bernerth, 2004).

However Management Team must have answers for the query or questions raised by the employees. Therefore they should analyse under mentioned points with respect to Omega Chemicals:

Operational indicators

Practitioners must be able to:

1 Identify the influence of the political, social and economic environment on the organisation and change as a reactive or proactive response.

2 Undertake diagnosis of the influence of such events and processes as mergers, acquisitions, strategic alliances, downsizing, delayering.

Knowledge indicators

Practitioners must be able to understand, explain and critically evaluate:

1 The implications of globalisation, mergers, take-overs, acquisitions and strategic alliances in the development of organisations as dynamics in the change and transformation processes.

Indicative content

1 The emergence of the virtual and network organisation.

2 The influence of concepts such as best value and changing stakeholder requirements.

3 The identification of triggers for change within the organisation.

4 The relationship between change and innovation in organisations.

Change Process and Their Implications:

Operational indicators

Practitioners must be able to:

1 Identify the relevance of the major models of planned change and the different levels of risk they carry, and relate them to different organisational situations.

2 Help to build those processes, routines and systems that ensure transfer of information and understanding from individuals and small groups to the organisation as a whole, to influence strategic decisions and produce the foundations for new capabilities.

3 Judge what will and will not work in the change management context and ensure that the personnel and development role in the change management process is clearly adding value by helping to drive organisational improvements.

4 Make informed choices between large- and small-scale approaches to change management.

5 Assess the level of change required at different epochs in the organisation's life cycle; issues of style and speed of change.

6 Analyse the elements for successful change at each stage of the process.

Knowledge indicators

Practitioners must be able to understand, explain and critically evaluate:

1 Different levels and types of the strategic change process:

• from ‘light touch' to radical, transactional to transformational, continuous to discontinuous

• and the ways each level and type of change is likely to have different effects on people and organisational performance.

2 The ways organisation members understand, identify and use different triggers of change and transformation, both internal and external.

3 Processes for the evaluation of success, failure and risk in the change process, recognising the implications of success or failure for future change processes in the organisation.

4 Strategies and techniques for the successful implementation of the change - management effort - project management, participation and process management.

Indicative content

1 The dynamics of change and:

• the strengths and limitations of Lewin's fundamental change model

• the assumptions that underlie different approaches to change.

2 The strengths and weaknesses of the planned change approach.

3 The distinctions between emergent, planned and discontinuous approaches to change.

4 The role of the senior management group and the chief executive officer in the change process.

5 The scope of managerial decision-making in relation to change, transition and transformation.

6 Issues of ‘top down' and ‘bottom-up' change and reconciling them both.

7 Risk assessment/management in change and transformation situations.

8 Processes that mature, successful organisations can use most effectively in the change processes.

9 The critical significance of diagnosis to identify the need for, and the processes of, change, transition and transformation.

3. MUTUAL TRUST AND RESPECT

Individual and organizational readiness and capacity for change needs to be based on a sound foundation of mutual trust and respect. It is important that a sufficient amount of trust is established to allow staff members to openly express dissenting views and compromise democratically. According to Cummings and Huse (1989), for change efforts to be successful, employees must trust not only the management, but also their co-workers (Eby, et al., 2000).

Mutual respect and trust are the important foundations for an effective work team. Sundstrom, et al. (1990) revealed that organizations are increasingly implementing work teams for many different reasons; to better meet customer needs, to increase innovation, and to improve organizational productivity (Eby, et Al., 2000). He, and also Goodman, et al. (1988) found evidence that work teams can enhance a variety of important organizational outcomes under appropriate conditions. While Goodman, etal. (1988), as well as Cohen and Bailey (1997) found outcomes associated with the use of work teams include more favorable employee attitudes and other quality of work life indicators, as well as enhanced productivity and overall organizational effectiveness (Eby, et al., 2000).

4. CHANGE INITIATIVE

Organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture (Armenakis, et al., 1993). This is because the world has grown increasingly complex, resulting from the greater interdependence among world economies. At the same time, the world has become increasingly dynamic, resulting from the information explosion and worldwide communications (Zeffane, 1996). Without undertaking change, organization will lose its ability to compete. Without introducing adequate change in a timely and ethical manner, organizations will face difficult times and significantly reduce their chances of long-term survival (Christian and Stadtlander, 2006).

Most successful change effort begin when some individuals or some groups start to look at the company's competitive situation, market position, technological trends, and financial performance. They then try to communicate their findings, especially those that are related to crisis, potential crisis, or great opportunity that may arise This first step is essential because just getting a transformational started requires the cooperation of many individuals (Kotter, 1995).

All members of the organization should have the privilege to propose or initiate necessary change. But at the end it is the organization's leader who has to decide or initiate the necessary changes. Organization leaders become leaders because of their planning skills and their abilities to envisage and communicate a better future (Zeffane, 1996). However, people in the organization must be given the opportunity to be involved in all aspects of the change project and they must be given the opportunity to provide feedback (Waddel and Sohal, 1998).

It is people who make up organizations and it is they who are the real source of, and vehicle for, change. They are the ones who will either embrace or resist change. Actually, people do not resist change per se, rather they resist the uncertainties and the potential outcomes that change can cause (Waddel and Sohal, 1998). If Organizational change is to take hold and succeed then organizations and the people who work in them must be readied for such transformation (Smith, 2005).

5. MANAGEMENT SUPPORT

Management support for change efforts is an essential factor in creating change readiness. Armenakis, et al. (1993) revealed that the degree to which organizational policies and practices are supportive of change may also be important in understanding how an employee perceives the organization's readiness for change (Eby, et al., 2000). This, according to Beckhardt and Harris (1987), and also Schneider, et al. (1992), in Eby et al. (2000), may include flexible policies and procedures, and logistics and systems support (for example, quality equipment, monetary resources). In addition, Armenakis, et al. (1993), as well as McManus, et al. (1995) also found that the level of trust in management may foster perceptions that the organization can withstand rapid organizational change (Eby et al., 2000).

Supports for change should be reflected in an effective change leadership. An effective leadership involves monitoring change, making the necessary mid-course corrections, and knowing when to initiate a new vision. Leading and managing strategic change requires that leaders have the capacity to learn from and adapt to change. In that process, organization learning is fostered in an environment of openness and mutual trust that allows people to embrace change and experiment without feeling threatened (Zeffane, 1996).

One form of management support toward organization's change effort can be reflected by forming a special team. The team is responsible to conduct analysis toward influencing internal and external conditions, plan change process in more detail, identify possible risks and anticipated actions, and to control implementation including progress evaluation and conduct adjustment toward real situation.

Management support can also be reflected from how change is accommodated by management through realignment of performance evaluation and employee compensation with change initiative program. Change demands sacrifice from employee. During change process, employee will feel uncomfortable with the new surrounding. Thus, sacrifice, participation and commitment from members of organizations have to be rewarded through performance evaluation and compensation.

Management action toward any obstacle in dealing with change process reflects the extent of management support. Confidence that management has taken optimal steps to face any obstacle reflects the change readiness level.

6. ACCEPTANCE

Change should be able to improve the organization's overall performance. However, for many employees, change can create feelings of uneasiness and tension, and as the change begins to take shape, organizational members may feel a sense of uncertainty and confusion (Bernerth, 2004). Because organizational change typically impacts how work is accomplished, an employee's reaction to the specific type of pending change may also be important (Eby, et al., 2000).

Employees are willing to accept change if they are convinced that the change is beneficial for them. However, many employees do not realize the benefit and advantage of change. They are only concern about the immediate result. On the other hand, the benefit of most change can be enjoyed over a period of time. Developing understanding of the nature of and reasons for change in the early stages can provide a sound base for subsequent changes and a greater willingness to take risks and extend beyond current boundaries (Smith, 2005).

A well planned change would not be accomplished without the support of capable and committed change agent. Beckard and Harris (1987) argued that reshaping capabilities involves the knowledge, skills, and abilities of the organization as a whole to carry out the necessary requirements for successful change implementation (Jones, et al., 2005). Turner and Crawford (1998) discussed organizational capabilities needed for change. They proposed a taxonomy consisting of engagement, development, and performance management capabilities. Engagement is based on informing and involving organizational members in an attempt to encourage a sense of motivation and commitment to the goals and objectives of the organization. Development involves developing all resources and systems needed to achieve the organization's future directions. Proactively managing the factors that drive the organization's performance to ensure it consistently and effectively achieves the intended change is the capability Turner and Crawford label performance management (Jones, et al., 2005).

Changes always involve risks. Change involves moving from a known state to an unknown one, of ending the way things are done and doing things in new ways, of letting go. Thus, to reduce this risk, change readiness is mandatory. A failure to assess organizational and individual change readiness may result in managers spending significant time and energy dealing with resistance to change. An investment in developing change readiness can achieve a double benefit. Positive energy goes into creating preparedness for the changes and, in turn, there can be a significant reduction in the need for management of resistance once organizational revival is underway (Smith, 2005).

7. MANAGING CHANGE - TRANSFORMATION PROCESS

Following are the few vital steps which Omega Chemicals need to take for Organisational Change:

Step 1 Getting organised

Have a strong policy

Make senior-level managers accountable

Have a clear change-management

procedure

Communicate and include everyone

Review and challenge

The organisation should have a clear policy for management of organisational change. This should set out principles, commitments and accountabilities in relation to impact on health, safety and the environment. Ideally the policy should commit to proportionate consideration of all organizational changes, large and small; as even those not at first connected to safety need to be given consideration to confirm whether or not they may have indirect impacts on safety.

Commitment and resources

Although the motivation for the change may be commercial, and not obviously connected with safety, major accident prevention must be regarded as core business, not a side issue. Senior management need to demonstrate a clear commitment to safety by their actions, from the outset.

There should be a distinct safety focus within overall change processes, with positive objectives. Make a senior, highly influential manager the sponsor or champion for this. They should ensure the safety aspects of the change receive an appropriate level of resource and attention.

The effort and resource put in must be proportionate to:

the complexity of the change; the scale of the hazards concerned; and the degree to which the change may impact on the management of major hazards. This can be by categorising of changes, with greater importance and a higher level of management approval for more safety-significant categories.

Clear systems

Organisational change should be planned in a thorough, systematic, and realistic way. You should follow a documented and structured procedure for each element of organisational change management. This is similar to the processes for managing plant change.

The following should be clear:

_ Identify the processes or activities that are to be carried out (to ensure that risks arising from the change are identified, assessed and reduced to as low as is reasonably practicable).

_ Set out the protocols to be followed.

_ Who is accountable and who is responsible for these activities?

Getting organised checklist

Don't make too many simultaneous changes, resulting in inadequate attention to some or all.

Don't delay or defer safety issues compared to other aspects considered more pressing, because:

_ it is seen as a side issue;

_ it is delegated to people with inadequate influence;

_ it is not considered early enough in the change process;

_ inadequate time or resource is allocated to the assessment;

_ teams making decisions are too inward looking;

_ there is lack of objectivity;

_ objectives are passive, maintaining rather than improving standards;

_ appropriate management controls are missing.

STEP 1: GETTING ORGANISED

_ Who else is involved, and how?

_ What potential risk factors are to be considered?

_ Who reviews the change process, when and how?

The design of the procedure should take into account:

_ this guidance;

_ previous experience of change;

_ the experiences of other organisations, where feasible.

As change can be almost constant for larger organisations, it is helpful to maintain a register of individuals and their tasks, roles and responsibilities related to the major hazard. This eases assessment of the frequent changes (large and small) that bigger organisations experience, rather than starting the process ‘from scratch' with each change. This is a legal requirement for nuclear licensees.

All stages of the process should be adequately recorded, including all relevant factors, questions, assessments, responses, decisions and reasons for decisions. This has a number of benefits:

_ transparency;

_ easier to audit and assess under quality assurance;

_ accountability of decisions and their authorization can be traced.

A clear implementation plan, such as a project plan, must be produced and approved at a senior level of management. This should be reviewed on a regular basis. Avoid trying to do too much too quickly.

Participation and communication

The process of organisational change should involve all those concerned from an early stage. This is not only for industrial relations reasons, staff at all levels will have unique knowledge of what their own work involves and how it is really done; this may include contractor and agency staff. This knowledge is often crucial and must be given proper consideration. This is sometimes difficult given the emotions and agendas involved. Those making decisions should be careful to analyse all information and views carefully, and be made aware of their own potential lack of objectivity through an independent challenge process (see below). Involvement in this context means active participation in decisions, not just passive consultation. The HSE publication Involving employees in health and safety gives examples of active involvement. Wide participation can also help to ensure a higher level of acceptance of the changes.

Review and challenge

Senior management need to be given adequate information to review progress regularly. The organisation should be prepared to change plans if risk assessment shows a potential risk. Preparation of contingency plans can be helpful, HSE requires contingency planning by nuclear licensees.

It can often be very difficult to be objective during organisational change. This might be because of enthusiasm for a particular plan, pressures from a parent company, budgetary pressure, or simply the stress of high workload and uncertainty. Reviews of plans and assessments by independent internal or external experts should be used to reduce such problems.

Step 2 Risk assessment

Identify the people involved

Identify all changes

Assess the risks

Consider human factors, competence and

workload

Test scenarios

Step 3 Implementing and monitoring

Provide enough resources to make the change safely

Monitor risks during change

Keep your plan under review, track actions

Monitor performance after change

Review your change policy

Change would be hindered if there is conflicting programs in organization's environment. Through program realignment, all programs and initiatives within an organization have to be managed to align with the ongoing change program.

Conviction that leaders within the organization are able to manage a changing organization is a crucial foundation for growing employees' confidence toward a successful change program. According to Armenakis and Harris (2001), implementing organizational change is the most important, but also is the least understood, skill of leaders. Gilmore, et al. (1997) found that numerous organizations have experienced less than desirable performance improvement and unfavorable employees' reactions to needed organizational changes (Armenakis and Harris, 2001).

Confidence that organization is able to deal with a challenging change is the reflection of change readiness. Sources of potential obstacle during change process have to be identified and anticipated. Pardo del Val and Fuentes (2003) have identified five fundamental sources, namely direct costs of change (Rumelt, 1995); cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998).

ANALYSIS AND EVALUATION

After going through the above mention analysis Management of Omega Chemicals need to address the people aspects of the solution - which were many.

How could you raise awareness to what was being done and why?

How do you manage training on a global level? What is the roll of technology?

The starting point was getting all employees to understand and buy into the change. The goals of raising interest, creating excitement and educating end users about the initiative were the foundations for an Awareness Video presentation and a planned E-mail campaign Starting with the Analysis phase. Management need to work to identify obstacles to success.

The following key gaps that existed in prior rollouts of similar systems were identified:

• No communication of corporate sponsorship of the Initiative, therefore it competes with many other activities.

• Missing direct management involvement.

Business and Operation Managers did not actively participate and needed a means to communicate their objectives.

The initiative needed a “branding” that would include consistent, look-alike messages that could be personalized

The team then partnered to create a two-part solution to address these gaps:

The first piece was an awareness video that included corporate sponsorship and a “generic” scenario that showed how various roles interact with the technology to better serve a customer.

The video was capable of widespread distribution to allow multi-lingual editing capability. A specialized, four step E-mail campaign which included flash graphics and the use a “funneltype” approach was component two. This method began the awareness process at the corporate level and moved though a timed process to provide individualized messages sent by “the closest appropriate business manager” on a personal level.

The two components were highly reusable assets that could be leveraged across all the interrelated initiatives. They contained a message from the CEO and an exciting scenario that painted a picture of current and future technology in an appealing way.

The strategy and approach to using the campaign successfully was placed on the initiatives website and was available to all implementation leaders, trainers and managers to use. These messages could be customized to fit the specific business/area audience while carrying the overall global change management message. The flash graphics allowed the E-mail to stand apart from other communications and helped raises the level of interest in the Initiative.

The Effect of Change on People:

Operational indicators

Practitioners must be able to:

1. Develop strategies and techniques for the successful implementation of change, by helping to develop and sustain across the organisation a framework for generating stakeholder commitment to transition and change while maintaining current operations where appropriate.

2 Develop strategies to deal with issues around resistance to change and:

• resistance as a political label and/or a positive contribution to change

• contingency approaches to dealing with resistance

• the differences between resistance and apathy.

3 Identify and evaluate the advantages and problems associated with the ambiguity of the change process.

Knowledge indicators

Practitioners must be able to understand, explain and critically evaluate:

1 The relationship between individual and collective learning at a strategic level and:

• the development of the organisational knowledge bases as a key aspect of organisational survival and advance

• the contribution of the personnel and development professional to the development of this process.

2 The cycle of adjustment models and the role and contribution of personnel and development professionals at each of the stages.

3 Personal mastery of change as a key aspect of the learning organisation in order to create and sustain change.

Indicative content

1 Emotional intelligence, emotional capability and spiritual knowledge - fads or enduring aspects of the change and transformation processes.

2 The levers for change; surfacing dissatisfaction with the status quo.

3 Ethical issues in the management of change, transition and transformation.

The personnel and development role

Operational indicators

Practitioners must be able to:

1 Identify and secure the commitment of the necessary internal and external resources, including internal and external expertise, process consultants and organisational consultants.

2 Develop champions of change, including line and other functional managers, who are sensitive to:

• changing needs and the dynamics of the organisation

• the organisation's environment in the context of:

• intra- and inter-organisational politics and power

• the organisations' stage of growth and strategic direction.

3 Identify personnel and development priorities in the change management process and their relationship to the priorities of other stakeholders.

Knowledge indicators

Practitioners must be able to understand, explain and critically evaluate:

1 The strategic and value-adding role of personnel and development in managing the psychological, emotional, spiritual and sociological processes involved in the different stages of the change process.

2 The role of personnel and development professionals in managing and implementing planned change, transition and transformation - acting as executive, expert, adviser and consultant.

3 The ethical issues for the personnel and development professional in the management of change, transition and transformation.

4 Techniques for understanding the likely impact of change, transition and transformation on HR systems, culture and practice.

Indicative content

1 Strategic alliances with other key stakeholders in the development of change and transformation processes.

2 The role played by personnel and development professionals with staff in post-change situations - such as the ‘survivors' of a merger or delayering - during the transition and on transformation.

3 Approaches to the psychological contract and levels of commitment in a changing organisational environment.

4 Identification of and responses to reconfigured competencies and capabilities at all levels in the organisation.

5 Handling the dynamics of internal and external consultancy approaches at a strategic level.

6 Handling political and power issues in relation to the development of strategic alliances with stakeholders.

7 Establishing appropriate strategic and ethical positioning of the personnel and development function.

8 The role of personnel and development professionals in developing people to deal with the ambiguities and uncertainties of change.

RESULT FOR OMEGA CHEMICALS:

By building a communications plan that included both strategic and tactical messages, Omega was able to reach people at both an analytical and emotional level.

The closer the messages came to the user, the more the specific question of “What's in it for me?” could be answered. Early and frequent communications laid the foundation for an effective blended training strategy. Users understood the strategy well in advance of its rollout, making training and implementation much more effective.

The overall project reached its ROI goals within 2 years and the savings from the re-engineering effort exceeded ten million dollars annually.

CONCLUSION:

Organisational Change - The Outcomes

In short, what Future Search facilitates is far greater enthusiastic collaborative action leading to your organisation achieving that which was previously unable to be achieved.

At its ideal, it leads to the following 7 distinct outcomes:

1. An abundance of new ideas and initiatives

2. Total agreement on the key areas

3. Working teams around each area

4. A vision for each area

5. Action plans for each area and the initiative as a whole

6. Engagement and enthusiasm

7. Fast implementation

The principles can be applied to literally all meetings, but in one structured meeting of the “whole system”, you can achieve enormous organisational change. Such meetings can focus on any systemic issue including:

• Developing a Shared Purpose or Vision

• Developing a Strategic Plan

• Implementing an Existing Plan

• Managing Organisational Growth

• Sustainability

• Culture

• Building Common Ground Amongst Management, Staff, Unions, Customers, Suppliers and the Community

• Meeting the Challenges of Tight Budgets and Resources

• Improved Quality or Productivity

• Designing or Redesigning Process

• Improved Workplace Learning and Performance

• Improved Customer Service

REFERENCES

• Armenakis, A. A., Harris, S. G., and Mossholder, K. W. (1993). Creating readiness for organizational change, Human Relations, 46(June), 681-703.

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