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Project Manager : Project Manager Oct Nov 2012
14 Project Manager Brow n calls 'survival mode' or they are in 'thrive mode'. There are going to be opponents and there are going to be promoters. The promoters understand the case for change and the vision, because you've communicated, you've engaged, you've entr usted." Back in the late 90s, the focus was on a parochial self-interest, the belief that people were concerned with the implications of change for themselves, rather than considering the success of the business or the organisation. Convincing people to accept change may actually be a more complex issue than mere self-interest though. "I mainly nd that resistance is about lack of engagement, misunderstanding, communication problems and inadequate information," says Simonelli. " at's generally because the case for change and the correlation to the organisation's vision is not communicated. We often don't say, 'this is why we are doing it'." Simonelli recalls turning around some absolute opponents; the key has been what he absolutely refuses to refer to as a 'soft skill' communication. "I've dealt with people who are very di cult to deal with, but if you lay it all out and be sincere, communicate what's happening and why it's happening, the whole concept of engagement kicks in. ey may not like it, but they tr ust you and know what they have to do and how to go about making the necessary changes." AIPM CEO Margie O'Tarpey agrees: clear and thought-out communication is the key. "You need to communicate, communicate, communicate to every level of the organisation," she says. at communication needs to start at the top with sponsor and stakeholder buy-in. O'Tarpey, who sees change management as falling within every project manager's brief, says that stakeholder buy-in will determine the success or failure of any change project, and that successful change management involves rstly knowing why you want the change to occur. is vision must then be communicated to key stakeholders in order to get them on board. A change manager must know how to best communicate this methodology, which stakeholder is best to deliver this message and how this message could be received. Not everybody is resistant to change, O'Tarpey notes. Early adopters often want change, but need a vision of how operations will improve and how it will best t into the organisational culture. e change itself must not only translate into a positive outcome with tangible bene ts, but also take into account the social and economic environment at the time. Successful change management Let's think back to the motor vehicle industry during the early 1900s, when Ford conceptualised the theory of the production line. Previously, cars were manufactured individually, by hand, by •IN DEPTH CHANGING CULTURES Trice and Beyer offer eight essential considerations for implementing a change to an organisational culture. 1 Capitalise on propitious moments, for example poor financial performance, and make sure people actually perceive the need for change. 2 Combine caution with optimism. Create an optimistic but honest outlook regarding what the change effort will bring. 3 Understand resistance to culture change, both at the individual level [fear of the unknown, self-interest, selective attention and retention, habit, dependence, need for security] and at the organisational or group level [threats to power and influence, lack of trust, different perceptions and goals, social disruption, resource limitations, inter-organisational agreements]. 4 Change many elements, but maintain some continuity, for example, identify the principles that will remain constant. 5 Recognise the importance of implementation. Initial acceptance and enthusiasm are insufficient to carry change forward: a. adoption b. implementation c. institutionalisation 6 Select, modify, and create appropriate cultural forms. Employing symbols, rituals, languages, stories, myths, metaphors, rites and ceremonies. 7 Modify socialisation tactics. The primary way that people learn the corporate culture is through the socialisation process at the beginning of their employment. Because of that, if these socialisation processes are changed, an organisation's culture will begin to change. 8 Find and cultivate innovative leadership. Members are unlikely to give up whatever secure stability they derive from existing cultures and follow a leader in new directions unless that leader exudes self-confidence, has strong convictions and a dominant personality, and can preach the new vision with drama and eloquence. Source: Trice, H and J Beyer (1993). The Cultures of Work Organisations. Prentice Hall. TAKE CHANGE MANAGEMENT BEYOND INDIVIDUAL PROJECTS, INTO THE ORGANISATION AS A WHOLE
Project Manager Aug Sept 2012
Project Manager Dec Jan 2013