|
|
|||
|
The ability to repair damage is now in the list of competencies for Change Management practitioners. Structure, culture and leadership all show signs of damage if transformational change is on the horizon. Because transformational change is often as much a fix of root causes as it is a movement toward that new end state. Good ideas sprout from the damaging effects from the past. Continue reading Repairing Damage- A Change Management Competency Is an external change management consultant a stakeholder? That might have to do with change being different from the change process. Continue reading Is an External Change Management Consultant a Stakeholder? 
Just as stakeholders have their spot in the change process so do external change management consultants. I define my own spot in terms of stature, time and place. Time is in the clients hand. Stature is in partnership with the owner. Place is fully under the control of the consultant. Continue reading Change Management External Consultant First Steps- The Spot If you are a stakeholder in the middle of the organization pushing a grass roots idea know, that you have little wiggle room before you run into needs. Those needs will likely scale up, or over- which can be just as difficult. Keep that in mind early and do not be afraid to make the right kind of connection to leadership- with the owner. Continue reading Ideas from the middle- the positive side of middle of the organization change Change is often forced into the middle of the organization and sometimes appears spontaneously in places it should not. Both scenarios tie back to a weak structure of leadership and strategy decision making. Continue reading Middle of the Organization Change Management Out of tension often comes innovation, efficiency and interaction. Get that going with some tiny change tweaks. Continue reading The tiniest of changes list- encourage with change management? The simple answer to what a change management practitioner actually does is to connect idea/strategy to people/work. The longer version is days full of listening, explaining, translating and designing. We work to make sense of effort and vision. Continue reading A Change Management Question- “What do you actually DO?” I have an ongoing list in my head of the things I see while working that surprise me. See if any of them ring true: That change management is even necessary. That change management consultants talk about and plan for ways to scale up- why would something appear as a change, project etc. and move far enough forward that the leader needs to be “scaled in”? That consultants place so much weight on the model when they all look so similar. That consultants peddle self service change management as if it is something that can be done with templates and Continue reading A list of things that surprise me about change 
“Tie on or tie off”, for men (I’m not sure what the female equivalent would be) is a role/relationship/power balance change management consultants must manage and make decisions around. The decisions may help form first impressions. Those impressions are a metaphor for the consultant stakeholder contract. This isn’t just about an outfit choice. Continue reading Two Change Management Outfits The question, “do you have a sample change management plan you can show me” illustrates a certain perspective from the questioner (or, fairly, perhaps just curiosity) and is an excellent first chance to explain what CM should be. Hint: the explanation does not include a sample plan. Continue reading Do you have a Sample Change Management Plan? |
|
||
|
|
|||
