As change managers we can
become resistant to changing a defined approach when the product, process, project,
or schedule we’re managing becomes our “baby”.
How can we balance the
need for progress against the reality that situations can change before we’ve
achieved our goals?
How do we insure we’re
making the right progress?
- Be open to feedback.
- When feedback seems to contradict the current direction (in a minor or a major way), don’t stop and react.
- Instead, investigate and analyze (but not for too long).
· Assemble the
appropriate team members and stakeholders.
· Determine what
needs to be done to address the issue.
- Secure support from all impacted parties.*
· Product or
project sponsors.
· Various levels
of management.
· Stakeholders
and team members that weren’t involved in “triage”.
- Once a change is defined, communicate the change, and why it’s occurring, to the broader audience (department, company, vendors, and partners, etc.).
- Execute the change.
* This may cause you to go
back to 3!
On a related note: Steve Roesler writes “Are you
in love with your plan?”
Are you talking about Rob?
Craig –
I think you’re right – people can be too worried about how they’ll manage the change and not worried enough about the business and marketing environment that’s causing a re-direct to occur in the first place.
One way to snap out of it is to talk about the issue with someone outside of your company. There are times when speaking with someone that doesn’t know the personalities involved or the motivations of different business groups can help you identify the right path.
Once you have an idea of the right direction then you can worry about getting the right support (which is usually dependent on the organization – sometimes it’s executive “decree”, sometimes consensus among 2-3 key players, etc.)
Thanks for a great comment!
Ann:
I think sometimes the resistance occurs because there is too much focus on the change management and not enough on the change. The result is that the loop you suggest between steps 4 and 3 becomes endless such that one never makes it to 6 until its too late to be relelvant, dynamic and market leading — another example of opting for the less threatening alternative as suggested by Steve.
Craig Maginness
How true!
I liken planning to using an average size flash light in a very large dark room.
You can only see so far – so don’t spend too much time trying to anticipate what’s in the blackness – just keep the light shining and plan as far as you can see!
Thanks for coming by Steve!
Hello, Ann,
I like the parenthetical part of #3 regarding “not too long.” My experience is that this is the intellectual part that is a lot more interesting and less threatening than actually doing something.
And thanks for the mention!