Friday, March 29, 2013

Change Management: 8 Patterns of Behavior at Work

Harvard Business Review published an article recently titled "Change Management Is Bigger Than Leadership". The article highlighted 8 aspects that comprise our world at work and, therefore, patterns of behavior at work: organization (organizational chart), workplace (its physical or virtual configuration), task (work flow or processes), people (specifically the skills and orientation), rewards (and punishments), measurement (the metrics employed), information distribution (who gets to know what when), and decision allocation (who is involved in what way in which decisions).

A skilled change leader can convert these eight aspects into eight levers for change. That work done, they might step back and look across the scenes and ask questions such as the following:

What changes in the organizational chart or in supporting structures (such as meetings) would support the scenes occurring? For example, does the traditional structure facilitate or hinder the scenes occurring?

What design of physical or virtual space would make the desired scenes more likely? For example, would easy access to global digital connections serve to build a larger sense of community?

What protocols might ease realization of desired scenes? For example, how standardized should the handling of financial or educational tasks be?

What skills and orientation should people playing key roles in the desired scenes bring to their roles? For example, what attributes should qualify someone for hire into those roles?

What rewards or punishment should depend upon people acting consistently with the desired scenes? For example, on what basis should disbursement of church funds occur?

What measurements would foster the regular unfolding of the desired scenes? For example, is there a RCC version of Hyundai's qualitivity?

What distribution of information would facilitate desired scenes occurring and frustrate the occurrence of undesired scenes? For example, would greater transparency be a goal? If it is, with whom would Roman Catholic Chruch wish to be more transparent and how would this work, from speed of message delivery and method of communication?

What allocation of decision making roles would serve to bring desired scenes to life? For example, what role should clergy and laity play in which decisions to support the occurrence of desired scenes?

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