HOW INTERVENTION STRATEGIES CONTRIBUTE TO CHANGE
Anne-Marie van Oost, Master of commercial sciences and Innovation Management, InduTec asbl/vzw, avenue Nellie Melbalaan 73, 1070 Brussels, firstname.lastname@example.org Jacques Tichon, Dr. Ing., Haute Ecole Paul-Henri Spaak, rue Royale 150, 1000 Brussels, email@example.com
Change involves moving from one condition to another. Change is not necessarily innovation. But an organisation that finds a fundamentally new way to reach and serve its customers has achieved an innovation.
Organisations are changing at a record pace to keep up with an environment that demands more performance. Some organisations are doing a good job of changing to meet new performance requirements. These organisations know that change is the rule and that they will need to master change to continue to thrive.
Every manager who has tried to guide an organisational change has experienced the reality of having to run the business while changing the business.Running an organisation and changing an organisation are two different kind of jobs each requiring different mindsets and skill sets. That wouldn’t be a problem if changes didn’t come along often and an organisation could just keep doing what it had been doing and still satisfy customers and stakeholders. But today’s environment is very different than it was a few years ago, and change is now the rule and not the exception.
Employees must be able to perform as well during the change as they perform when the organisation is not changing. Unfortunately most managers and employees have been overtrained to perform in a no change, and undertrained to perform during change.
This article will give you some theoretical concepts you will need to better understand the need of mastering change.
1. How to make organisational change happen? What is the importance ‘to intervene’ 2. Are all organisations having trouble changing? Lots of organisations are not changing well enough to avoid negative consequences. Change implies inevitably resistance. 3. It is leadership that focuses the organisation on its new direction, whether that direction comes first from the leader hi/herself or from the mind of others. It is leadership that must coordinate the processes of change so that the organisation does not lose its way. It is leadership that supplies the courage for continued change in the face of the inevitable resistance and disappointment along the way.
Change has to do with ‘learning oganisations’. The concept has found favour in organisational development and management studies through the work of Senge, Nonaka & Takeuchi, and others. , who have highlighted the importance of building ‘learning organisations’. The thinking is that only organisations that can learn fast will be equipped for the period of rapid change. Heifetz and Lauria state firmly that: “Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels”1.
In order to improve organisational performance, there must be recognition that change and the turbulence it generates will undoubtedely affects all parts of the system.That is why it is one of the fundamental tasks of leadership to balance attention to the management of performance with attention to the management of change and uncertainty
Academic Education focuses on technical and mental competences and stresses the need to train skills required for executive functions and leadership. Public and private enterprise would very much welcome purposeful and efficient training for leadership skills, but very often cannot find properly trained applicants for managerial positions.2
Leading people means asking people to change. One has to learn how to change, one has to really want change and go for it. If people don’t really want to learn and change, it will not happen. That is why changing is so difficult.
With this paper some concepts...
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