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Characteristics Of Effective Change Management
Change the culture of an organization requires effective management. Peter Drucker, one of the most influential thinkers of the last century of management, said "leadership is about people" and called for leadership through effective management.
"Management Effectiveness" means having the vision and discernment to do the right thing. This is to harness the power of people and their creativity by making the whole cycle of repetition of the vision, execution and results. Far from the blind execution of orders, efficiency requires information synthesis and speed to challenge conventional wisdom. Efficiency is all the decisions - it is the synthesis and balance multiple, often conflicting, objectives in a manner that enhances individual and society, without side effects. Efficiency also means the ability to make mistakes and learn from them.
With this backdrop of Peter Drucker, I suggest that there are six C of effective change management:
Commitment - Empathy and support the highest levels of the ability to persevere despite the inevitable resistance to change. The desire to give good personal hygiene and the time and money required for the improvement effort.
Communication - Ability to communicate to all staff on how, when and why change happens, coupled with the opportunity for comment, ownership and buy-in. A clear and frequent communication is the key to the spread of insecurity and fear.
Consent - agreement on the best route to pursue success. The participation of people interested in creating ownership and alignment of vision. Greater access to change is a greater willingness to change.
Consistency - People must understand that it's not just a fad that will pass, but you're serious about sticking to it. Repeated wishful thinking, attitudes and practices at the base of the culture of an organization.
Culture - Encourage and support learning and teaching at all levels within the organization. Improve the organizational culture based on the needs and opportunities. Making the changes relevant to everyone in the organization
Constantly - Regular uninterrupted operation of the organization requires that all people of all C above. Always try to improve all aspects of what we do to add value and eliminate waste.
The efficiency change (E) is a product of quality change (Q), the change in time to accept (A): E = Q x A. excels in quality and acceptance is not everything, it takes both factors are complementary.
There is no quick fix to change the culture of an organization. With effective leadership to focus on the quality of change and the six C with the acceptance of change, you will be on track to transform your organization.
Tim McMahon is the founder and donor of a lean journey http://www.ALeanJourney.com blogs. This site is dedicated to sharing lessons and experiences along the lean journey in search of truth in the North. The blog also serves as a source of learning and reflection are essential elements of lean thinking.
Tim is a professional read more than 10 years of Lean manufacturing. He is currently leading continuous improvement efforts for a manufacturer of high technology. Tim teaches the skills of problem solving and support, and how to see opportunities for improvement through active learning, thinking and being committed.
"Management Effectiveness" means having the vision and discernment to do the right thing. This is to harness the power of people and their creativity by making the whole cycle of repetition of the vision, execution and results. Far from the blind execution of orders, efficiency requires information synthesis and speed to challenge conventional wisdom. Efficiency is all the decisions - it is the synthesis and balance multiple, often conflicting, objectives in a manner that enhances individual and society, without side effects. Efficiency also means the ability to make mistakes and learn from them.
With this backdrop of Peter Drucker, I suggest that there are six C of effective change management:
Commitment - Empathy and support the highest levels of the ability to persevere despite the inevitable resistance to change. The desire to give good personal hygiene and the time and money required for the improvement effort.
Communication - Ability to communicate to all staff on how, when and why change happens, coupled with the opportunity for comment, ownership and buy-in. A clear and frequent communication is the key to the spread of insecurity and fear.
Consent - agreement on the best route to pursue success. The participation of people interested in creating ownership and alignment of vision. Greater access to change is a greater willingness to change.
Consistency - People must understand that it's not just a fad that will pass, but you're serious about sticking to it. Repeated wishful thinking, attitudes and practices at the base of the culture of an organization.
Culture - Encourage and support learning and teaching at all levels within the organization. Improve the organizational culture based on the needs and opportunities. Making the changes relevant to everyone in the organization
Constantly - Regular uninterrupted operation of the organization requires that all people of all C above. Always try to improve all aspects of what we do to add value and eliminate waste.
The efficiency change (E) is a product of quality change (Q), the change in time to accept (A): E = Q x A. excels in quality and acceptance is not everything, it takes both factors are complementary.
There is no quick fix to change the culture of an organization. With effective leadership to focus on the quality of change and the six C with the acceptance of change, you will be on track to transform your organization.
Tim McMahon is the founder and donor of a lean journey http://www.ALeanJourney.com blogs. This site is dedicated to sharing lessons and experiences along the lean journey in search of truth in the North. The blog also serves as a source of learning and reflection are essential elements of lean thinking.
Tim is a professional read more than 10 years of Lean manufacturing. He is currently leading continuous improvement efforts for a manufacturer of high technology. Tim teaches the skills of problem solving and support, and how to see opportunities for improvement through active learning, thinking and being committed.
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