strategies in change management
I think the task is about a 9 on the difficulty scale. Taking a company that is established and set in its ways and changing the very core of it is a huge undertaking; especially when the very start of a project can be derailed due to office politics. By providing Chris with the list of staff that he recommended, Mario was doing the project a disservice. He was putting Chris in an awkward position should those on that list not be the best for the job. Unfortunately, “only the CEO can ensure that the organization get the required resources and is free to create processes & values that are appropriate to the new challenge” (Jick 72). This leaves Chris in a tricky position. He has to keep the boss happy so that the project does not run into problems, but he also needs to ensure that he has the right people for the project.
If he accepts any of the people on the list he will be setting himself up for failure. “Personnel problems that can be ignored during easy times can cause serious trouble in a tougher, faster-moving, globalizing economy”(Kotter, 63). The project could start out just fine, and down the road at crunch time, they may find out that the questionable team members are unable to keep up. This could throw everyone involved off as they all scramble to make up for those shortcomings. “When people fail to develop the coalition needed to guide change, the most common reason is that down deep they really don’t think that a transformation is necessary or they don’t think a strong team is needed to direct the change” (Kotter 67). Ideally, if Chris’ managers want the project to succeed they will accept his reasons for chosing the team members, and rejecting others. If the project gets bogged down in office politics, then it really must not be that important.
2. The main thing Chris needs to do is be true to the project. He needs to build his team with people that he trusts. “When trust is present, you will usually be able to create teamwork. When it is missing,
If he accepts any of the people on the list he will be setting himself up for failure. “Personnel problems that can be ignored during easy times can cause serious trouble in a tougher, faster-moving, globalizing economy”(Kotter, 63). The project could start out just fine, and down the road at crunch time, they may find out that the questionable team members are unable to keep up. This could throw everyone involved off as they all scramble to make up for those shortcomings. “When people fail to develop the coalition needed to guide change, the most common reason is that down deep they really don’t think that a transformation is necessary or they don’t think a strong team is needed to direct the change” (Kotter 67). Ideally, if Chris’ managers want the project to succeed they will accept his reasons for chosing the team members, and rejecting others. If the project gets bogged down in office politics, then it really must not be that important.
2. The main thing Chris needs to do is be true to the project. He needs to build his team with people that he trusts. “When trust is present, you will usually be able to create teamwork. When it is missing,