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Additional resources for Change Management (Management Extra S.)
Task The following table sets out Carnall’s (1999) list of core competencies for change managers. 1 In the blank space alongside each section, list instances where you have used these competencies. 2 Consider which of these competencies it would be useful to develop to improve your performance in your current role. 3 Evaluate which competencies would need the most development if your organisation were to ask you to lead a change management project. 17 Change Management Competencies for managing change Decision making – the ability to: Your experience: ♦ shape a feasible and focused programme of work ♦ make ‘imaginative leaps’ ♦ listen to but resist the doubts of others ♦ understand the practical and political consequences ♦ synthesise the opinion of different, sometimes opposing people, bringing out the common ground ♦ empathise with the viewpoint of others Coalition building – the ability to: Your experience: ♦ clear ideas with others ♦ gain supporters ♦ bargain and establish networks of support ♦ present and sell ideas Achieving action – the ability to: ♦ handle opposition ♦ motivate people to try new ideas ♦ provide support for risk taking and experimentation ♦ build self-esteem 18 Your experience: 1 Why change?
The framework of change management used throughout this theme is that of moving from the current state through a transition process to a future state. Current state Transition state Desired future state This theme investigates further how organisations make the movement from the current to the future state. In particular, we will look at the ‘Three Step Model’ developed by Lewin (1952) based on unfreezing the organisation, moving and sustaining the change. In this theme you will: ♦ Generate possible alternative strategies for change and formulate recommendations as to which is the best alternative ♦ Describe the importance of the way in which approval is gained to later stages of the programme implementation ♦ Develop ways of involving others and gaining their commitment to change ♦ Evaluate how to deliver each of Lewin’s three stages of change in the context of your own organisation.
Whether internal or external staff carry out the work, there is a clear need for a systematic approach to the task. At the same time, the aim is not to document current processes in detail for the following reasons: ♦ Such an approach would be costly, time-consuming and may duplicate existing documentation that is adequate for the purpose. ♦ You are carrying out the investigation because there is a perceived need to change current practice. If this is the case, why document it? The amount of detail and the scope of the investigation will be governed by the nature of the area identified as a possible candidate for a change management programme.