Fresh Look – Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.
In a world of information overload, it is very easy to lose sight of what matters, and that makes the vision even more important. In this post, we visit the old vision statement chestnut. Everyone loves talking about visions and leadership but when the opportunity comes to put them into practice within a programme environment, quite frankly most of them are about as much use as an umbrella in a wind tunnel.
In this article, we briefly reflect on a topic that is at the source of most programme failures due to not establishing a vision that people understand and genuinely commit to, is a core source of programme failure.
Getting change management to “bite” is really tough, all the training in the world will not make it happen without providing the energy to gain momentum. This is an area that we have specialised in and delivered on a number of occasions for clients.
In this case study, we gained one of the prestigious TJ Awards awards for the management training and development programme at Cheshire West and Chester Council.
The Aspire Academy team who delivered the assignment were Robert Cole and David King.
This video outlines how we designed and implemented an approach that pulled together a disparate group of change people across a number of sites into a coherent and functioning organisation.
Both APMG Change Management and Prosci offer certification programmes for people seeking to know more about change management. In the recent times, these are increasingly seen as alternatives or competitors and many potential candidates want to know how these offers differ. This white paper written by Chris Moore and Robert Cole (Managing Director for C4CM), should help you decide which one is right for you.
If you find the article useful – please let us know
This another in our popular Seven Deadly Sins series, this time we tackle the difficult topic of change management.
Let’s face it, change is everywhere and despite all the intellectual energy that has gone into change management over the last 2,000 years, we are not going to master it any time soon.
“We trained hard but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” Gaius Petronius Arbiter, Roman solider (c27 – 66AD)
It is also fair to say that there is no sign of it slowing down either, in fact, it is accelerating. So, to help you out, here are our Seven Deadly Sins of Change Management that you may wish to avoid in your organisation:
- Underestimating the organisation’s permafrost – assuming the support of middle and senior management to the initiative is a deadly mistake. Despite the rhetoric, they really don’t like change as they are often overworked already. They are regularly caught in a trap between executives and staff, which can mean implementing strategies they don’t believe in.
- Mistaking consultation for influence – inferring people are being consulted when they are in fact being told what is happening is a great way to increase resistance. “Consultation” is a word with multiple meanings, so understanding the level of authority associated with being “consulted” is always worth considering.
- There is nothing so unfair as to treat everyone equally – each individual and group will respond in a different way as the impact of change will be different. Assuming that everyone will welcome or reject it, is asking for trouble. The question everyone will want to know is, “what is in it for me” and that will define the level of support or resistance you experience.
- Assuming the benefits are attractive – often the benefits for the organisation are threats to individuals; so whilst the leaders are excited about how great the new world will be, most of the staff are dreading what it will mean for them.
- Declaring victory too early – just because the early skirmishes go well, do not assume that the battle for change has been won. Pushing change past the tipping point and gaining momentum is the hard bit. The extra effort needed to mobilise the organisation and create the shift in balance is much harder than sustaining the established pace.
- Leaders failing to lead – inconsistent messaging creates ambiguity and the leaders of change do not step forward to clarify direction or resolve conflicts. Signposts are needed that symbolise the old world has gone and that new ways are being established.
- Underestimating the forces of darkness – the Refuseniks back off under pressure when there is structured change management in place but the chattering subversives will re-emerge when it is safe and try to re-establish the old practices.
“Never attempt to win by force what can be won by deception”. Niccolo Machiavelli, The Prince
If you need any further support, our services may be able to help. Why not have a look at our brochure to see the services we offer, or visit our website at www.aspireeurope.com
This is one of the MSP Survival Guide series and the first of the publications intended to enhance the MSP® body of knowledge by focusing on the roles, tasks and techniques of each of the roles.
The author is Rod Sowden (MSP Lead Author) and he was supported by a number of the Aspire Europe team.
The book addresses the areas which were too complex for the main MSP® manual within the size constraints of the book.
It is designed as the companion guide for the individuals who are appointed in this complex role of BCM, a role that is increasingly being referred to as the SBO (Senior Business Owner).
The book includes a range of specific advice, tools and worked examples together with case studies that help everyone in this role to perform effectively.
If you are interested in ordering one, click on this link – MSP® Survival Guide for Business Change Managers
You may also wish to look at our other publications
MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
One of the great mysteries is why do we keep making the same mistakes or doing blindingly stupid things. The P3M industry is just a reflection of a wider society, as programmes and projects fail repeatedly for the same reasons, yet each time it seems to come as a complete surprise.
TSO asked Aspire Europe to write the guest article for their website, so we decided to focus on this topic and share our insights. We hope you find the article useful.
If just one word from this article triggers a thought or an idea that improves your performance at any time in the future, then it will have been worthwhile.
Both APMG Change Management and Prosci offer certification programmes for people seeking to know more about change management. In the recent times, these are increasingly seen as alternatives or competitors and many potential candidates want to know how these offers differ. This white paper written by Chris Moore (Aspire Accelerate Director) and Robert Cole (Managing Director for C4CM), should help you decide which one is right for you.
If you find the article useful – please let us know