Tuesday, October 9, 2007

More helpful information ...

Developing a common language:

Having a common language to talk about the business can be very helpful in creating organizational alignment. “Some of the initiatives I’ve been involved with have taken three years to implement. What I’m seeing is impatience.They want to see the ROI right away and I understand that but they are not putting in the infrastructure for sustainment. So as soon as the project team walks away then the inspection goes away.” For one organization, this was achieved by putting a large number of employees through National Quality Institute training. This happened in parallel with a major change initiative led by a project team. “Now, three years later, we have health and safety consultants talking about the revenue implications of dealing with the client…. They are focused now and speaking the same language. It’s been a fairly effective combination of the formalized training through a structured program and having a pushy team …overcoming any obstacles. Because there was definitely strong resistance from certain quarters within the organization.”

"Robert Rhouda, of the University of St. Thomas in Minneapolis, Minnesota, provides a specific, itemized definition of large-scale interventions for organizational change, in his paper, Background and Theory for Large Scale Organizational Change. According to Rhouda, "The major features of large-scale, real-time change management process include:
the theory-base uses less action research and discrepancy theory, and focuses on application of systems theory the data base source is no longer internal to the organization, but now involves both the organization and its environment (an open-systems approach)
the data base, which formerly had limited availability, is now widely shared throughout the organization time: what was formerly a slow "waterfall" process is now a fast, quick response which results in immediate action taking place learning moves from the individual or unit to the whole organization the responsibility and accountability moves from senior management to a mixture of senior management plus the whole system
the consultant role, formerly reserved for data collection and feedback, now also includes structures and facilities for data analysis and action planning the change process moves from incremental change to fundamental, organization-wide change"

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