Developing Guidelines for Change

Think of a situation in which you responded positively to a change at work that was suggested or implemented by some one else. List the factors or aspects of the situation that made you respond positively.

Focus on how the change was suggested or implemented rather than on the content of the change.

Take the same situation as previously described, but turn it around.

A change occurs in the management reporting structure. A new level now exists between you and your old manager.

Briefly describe the change:

Factors that made you respond positively:

• Several meetings with your old manager to discuss reasons/needs for this structural change.
• Different ideas/plans discussed.
• Meeting new manager informally.
• Develop a plan to bring this person on board — give them an orientation to the organization, department and direct reports.
• Meetings with old and new supervisor several times.
• One to one meetings with your new supervisor.

Factors of the situation that make you respond positively:

Feelings about this change:

• Involved — a part of the process.
• Thought about — valued.
• Maintained my self-image.
• Positive feelings about this new person.
• Awareness of the big picture — department as well as the organization’s goals.

CHANGE: CHALLENGE AND INNOVATIONnLEADERSHIP STYLES AND THE CHANGE PROCESS
By Andrew E. Schwartz (School4Managers.com)

No matter who is responsible for leading the change(s), there are five (5) primary styles the individual can use:

1. The Motivator:

The Style: Someone who causes an action or reaction between two or more persons. They draw attention to the need for change, prod groups or organizations to be less complacent, and generally promote activity around related to problem solving.

The Method: The motivator might use stirring speeches, documentation, or presentations that encourage people to take action.

2. The Advisor/Educator:

The Style: Someone who is knowledgeable about how change should occur, and can use those skills to show their group or organization how to deal with the specific issues that change brings to the people involved.

The Method: The advisor/educator will show and explain ways to define the change/problem and to identify several major issues to focus upon. Then the advisor will help people set goals and objectives to accomplish the change or solve the problem.

3. The Problem Solver:

The Style: Someone who has definite ideas about what changes should occur.

The Method: The problem solver uses an effective sense of timing and excellent communication skills in order to create awareness of their solution’s value and to gain acceptance. The problem solver also has the skills to take people through specific problem solving steps and techniques.

4. The Resource Liaison:

The Style: Someone who can identify and bring the right people and resources together successfully.

The Method: The resource liaison links needs to resources. Whether the resources are money or means to money, special knowledge, problem solving skills, or people who have the time, energy, skill and motivation, the resource liaison knows who is available, their expertise, and how to reach/utilize them. They are able to help their organization make optimumal use of internal and exte
al resources.

5. The Supporter:

The Style: Someone who can stabilize the environment in which the changes have been made and help the “new” stay in place successfully.

The Method: The supporter has the ability to maintain the changes that have been advanced by making decisions that will allow those changes to continue being productive. The supporter continues to be productive while also filtering out any elements that might disrupt what has newly been put into place.

These styles are not mutually exclusive. For example, an advisor/educator may be called in before a change is instigated or in the beginning phases in order to assist with preparation. At the same time the motivator may be talking to individuals and groups to get people thinking and excited about the change. The problem solver and resource liaison may be called together to participate during the planning and the actual change installation. The supporter may be lined up to carry the ball toward the end to ensure longevity of the change.

Individuals responsible for change will probably have to make use of all the styles during the life of a “change." The effective change leader knows when and how to use them all.