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Be a Model Leader
of Change
Schneider, D.M.
& Goldwasser, C. (1998) Be a Model Leader of Change.
| Management
Review. March, 41-45. |
Here's how to get the results you
want from the change you're leading.
Implementing change in an organization
inevitably results in a decline in productivity before reaching the
improved desired state. The goal for the leader is to keep
this decline as short as possible, while not overlooking it all
together. One of the main strategies in implementing change is
to visualize the dynamics of the change process first. A
leader must be able to see the "current state" and the
process it takes to get to the "target state".
The transition in organizational
change includes all that occurs between the "current
state" and "target state" and creates the most
demands on a leader. Besides visualizing the dynamics of
change, a leader must also anticipate the employees' reactions.
One way of accomplishing this is to empathize with employees'
expectations and concerns. Feelings such as a loss of control,
uncertainty of how to act, suspicion that the balance of power is
shifting, fear of failing, and a perception that change threatens
each employers career are such attitudes with which to empathize.
The authors of this article go on to assert that employee resistance
can be expected and not to be taken lightly. Explicitly state
the benefits of the change for each employee to avoid
"employees lapsing back into their comfort zone: the status
quo."
The next section of the article
explains what it takes to be a leader in a changing organization.
The list includes linking change to key business processes; identify
allies who will act as sponsors, change agents, and target agents;
and define values and beliefs that will shape behaviors. A
list of acts that will exude energy includes setting direction,
identifying and addressing resistance, securing commitment,
providing visible support, monitoring and tracking progress,
creating additional sponsors, building teams, transferring knowledge
and skills, and providing active communication.
The article also includes a short
self-test for leaders who are implementing change in their
organization. An assessment explanation is available at the
end to gage your current change status. The article gives a
very extensive change plan. Leaders that follow this suggested
plan will better cope with the changes that are made and the
reactions of employees in the organization.
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