Preparing Your Organization for Change

Tuesday, February 21, 2006

Preparing Your Organization for Change

The next time your business has a big change in the works, like, say corporate restructuring, or a new way of approaching work with clients, it might behoove your department to keep in mind some pointers, or best practices in change management, says Richard Axelrod, president of the Chicago-based Axelrod Group, and author of the 2004 book, “You Don’t Have to Do It Alone: How to Involve Others to Get Things Done.”

“The real foundation is about purpose,” says Axelrod of preparing your company’s employees for change, “being really clear about what you’re trying to create.” Sometimes the stated goal belies what really matters to an organization.

He says, for instance, that in his work with a hospital group, the stated goal was to get $30 million out of the budget, but in his discussions with organization leaders, it became apparent that the real goal was more closely related to quality.

“The real goal was to create a system that worked for docs and staff that provided the best healthcare possible in the most efficient way,” he notes. “So, they got their $30 million, they did achieve that, but it wasn’t the dollars driving it.

In this case, what they were trying to do is change culture and systems.” Keep in mind, he advises, that good change management isn’t so different from effective project management. He says to focus on “what’s going to be different as a result of this.”Once purpose is firmly understood, move onto deciding which persons in the company you’d like to involve to reach the goal.

While doing this, it’s important not to mislead potential participants about the level of involvement you are asking of them, Axelrod says. “I think the thing that really upsets people is when they think they have more of a voice or say than is actually being provided,” he explains.

“You have to be clear if this is something you’re just asking for feedback on, if the decision has already been made and you’re asking about implementation, or if it is wide open.” Meanwhile, it is also essential to set limits.

He says that by telling people what they’re not going to be able to do, you’re also helping them focus on where their input will actually be of use. “If you’re clear about limits, it gives people freedom because they know within this boundary I can put my energies, and I’m not putting my energies where I don’t need to put them.” At the same time, he cautions moderation in drawing the lines.

“If boundaries are too tight, people will say, ‘Why did you say you needed my input, when you’ve already decided what you want to do?’ If [the boundaries are] too loose, then people get lost.”

For more information, visit www.axelrodgroup.com.

Blogged on 9:49 PM by Upay

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