Tuesday, March 20,9: Join a cohort of public libraries interested in implementing Project Outcome to drive change, influence decision making, and demonstrate the impact of their programs and services. Planning is a powerful tool that will guide your library to prioritize and revitalize while increasing impact, community support, and staff engagement.
Linda Ackerman Anderson Dean Anderson After more than three decades of working with executives in organizations undergoing transformational change, we are in the unique position to be able to identify best practices and common mistakes being made across industries.
This document provides an overview of our latest findings. There is no reason to be repeating mistakes we can so plainly name.
We want to make you aware of these mistakes so you can both avoid them and consciously set up your organizational change efforts to produce successful results. Here are the mistakes, along with a brief description of how they play out, why they occur, and what to do about them.
Consider the degree to which your current organizational change efforts are at risk of each mistake, given how they are being led, and what you must do to mitigate that risk—on this change and on all others.
These mistakes can paint a very clear picture of how change needs to be led across the board in your organization. Most organizations have untold numbers of change efforts occurring at once, in all parts of the organization, large and small—all making demands on people. Employees know they are being asked or pressured to change, but they often do not know why in terms that are meaningful to them.
This makes it difficult for them to personally commit to the organizational change. Leaders often experience this lack of commitment as resistance, but actually, it is simply a lack of understanding about why the changes are essential to the success of the business. This is usually NOT an employee issue, but a leadership issue.
Smart people, like the ones you have hired into your organization, commit to what they believe in. And to believe in anything, people must see its relevance and meaning. Without perceiving relevance and meaning, there is no commitment.
Most major organizatal change efforts are initiated to enable the organization to effectively implement its overarching business strategy in response to marketplace dynamics. When people can see how the organizational change contributes to business success— how it responds to the marketplace, the company vision, and the execution of strategy to achieve the vision—they perceive the change as relevant.
This big picture view gives the change purpose, and raises the awareness of the workforce. Leaders are responsible for ensuring stakeholders have this larger understanding. Traditionally, this level of understanding was reserved for executives.
In fact, this strategic understanding is the foundation of the executive role. The scope, scale, and pace of these organizational changes keep increasing. For staff to be able to contribute fully, they too, must understand the relevance.
They must see how it all fits together. Meaning comes from how people see themselves in the organizational change. Is it important to them? Can they find where they personally fit in it? Do they understand the impact on them and what will be asked of them because of it?
Will their role, responsibilities, or way of working change because of it? Meaning is personal—and people need to know the personal impact of the organizational change on them to find meaning in it and commit to contribute to its success.
Why is this more important than what I am doing now? Your first step is to stop any organizational change initiatives that do not directly support your business strategy. Those that are not on the strategic radar screen will confuse your employees about the direction and priorities of the business.
This is especially important when economic times are challenging and resources are scarce. Secondly, we recommend that you identify the highest leveraged organizational changes based on your business strategy, and then describe those change initiatives to your organization in ways that overtly link them to the realities of the external environment and your key business imperatives.
Map these relationships so they are clear. Your organization will better understand your case for change marketplace dynamics and the desired outcomes of your overarching initiatives as logical extensions of your business strategy.
This will go a long way toward building understanding in your workforce about the needs of your business, mobilizing action where it counts, and streamlining the amount of organizational change happening.
People must find meaning in what you are asking them to do, and must see themselves as contributing meaningfully to the future of the business. Once relevance and meaning are in place, they must be maintained over time. This is particularly important for your key stakeholder groups involved in making the changes, as well as those being impacted by them.
People may understand the relevance and meaning when you first engage them, but their understanding will likely drift over time. Unclear Change Leadership—roles, structure, decision-making, interface with operations.
What roles are needed to lead and carry out the organizational change? Who will fill these roles?Welcome to your first book in organizational communication. This book assumes that you have some background in the field of human communication and probably minimal exposure to the world of organization studies.
Based on a survey by Harvard Business School publication Working Knowledge, conducted among reputed faculty at the School, here are five areas or trends which are emerging as key influencers of business and management in the 21st century.
The largest event for senior-level executives across the entire business transformation & operational excellence eco-system. The world of work has changed dramatically over the past decade. Companies are more global and employee groups more diverse than ever before.
Organizational structures are less hierarchical and. Linda Ackerman Anderson Dean Anderson. In the last decade, leaders have come to realize the importance of good communications during organizational change. Nonprofits & NGOs The Challenge of Organizational Learning.
Disseminating insights and know-how across any organization is critical to improving performance, but nonprofits struggle to implement organizational learning and make it a priority.