ABILITY TO CHANGE EFFECTIVELY AS A SUCCESS FACTOR!
Experience in the implementation of change management projects shows that the hard facts (structures, processes, systems and methods) are often well planned and implemented, but the soft facts (personal and cultural dimensions) are often given too little importance.
In our systemic INQIMACO® concept, change management includes
- the planned management of change processes from an initial state to a target state within a certain period of time or until a realistic point in time,
- all aspects of implementation (hard & soft facts) of a change project,
- the targeted, active, effective intervention in the adaptation processes
- the sensible planning, steering, stabilization and controlling of the individual steps and the overall process, and
- implementation using various methods, concepts and instruments.
The framework conditions of economic activity and their dynamics increase the pressure for change on companies towards a continuously adapting and learning organization. Key framework conditions are the innovation leaps in information technology and telecommunications, the scarcity of resources such as time and money, the increase in complexity and intercultural cooperation in a global economy.
Our consultants, trainers and coaches have themselves been successful specialists and managers, have experience at all management levels and comprehensive know-how in the conception, management and implementation of change projects.
INQIMACO® - Process steps, Instruments & Methods
Our change management process steps, instruments and methods include
1. Identification & Definition
- external challenges & triggers
- Methods: Kick Offs, market & competitor analysis, market & competitor evaluation, project meetings & workshops, self-assessment, document analysis, definition of responsibilities (roles & tasks) etc.
2. Business Analysis
- internal problems or initial state
- Methods: organizational analysis, process analysis, work analysis etc.
3. Formulation of Targets & Conception
- strategic orientation or target status
- Methods: creativity techniques (change idea), moderation, concepts & benefit argumentation (including change story), communication management (change communication), time frame, milestone plan, budget, in-house consulting, AIDA model etc.
- Measures and steps to achieve the objectives
- Methods: Process consulting and management, project management, communication management, workshop, individual and team coaching, large group moderation etc.
- Monitoring, evaluation & adjustment measures to achieve objectives
- Methods: monitoring, employee survey, interviews, evaluation catalogue, quality check/circle etc.
- Securing of results as well as readiness and ability to change
- Methods: visible recognition & rewards, new hires, promotions or layoffs in line with the changes, revitalizing the process through further projects & topics ("don't let up"), further investment in more effective management and improved leadership behavior etc.
Change Management can be used to implement radical changes in a short period of time on the one hand, and to initiate continuous changes in "gentle" small and permanent steps on the other. The Change Management model of the "learning organization" is based on a continuous development process of organizations and processes. It focuses on the learning and knowledge of individuals with the aim of establishing a permanent and evolutionary holistic learning process in which all employees at all levels in the company participate. This enables "learning organizations" as a whole to "anticipate" environmental conditions, react more optimally and adapt in time.
Essential characteristics of a "Learning Organization" are
- Learning organizations are subject to a continuous transformation through permanent internal development and less or not through external pressure.
- Encouragement to learn, to develop their performance potential and to take the initiative.
- Encouraging the development of competences that go beyond formal responsibilities.
- Individual and overall corporate learning processes become essential business activities (core process) with a strategic dimension (part of the organization's self-image).
- The learning culture involves all employees and is systematically developed.
- Extension of the learning culture to customers, suppliers and stakeholders.
Essential benefit characteristics of a "learning organization" are:
- Orientation through a clear vision and a lived mission statement,
- Strategy development as an ongoing strategic learning process with broad participation,
- a corporate culture characterised by openness, solution orientation, simplicity, perseverance and a positive error culture
- results-, process- and employee-oriented management,
- goal-oriented communication and effective feedback,
- Team and group efficiency through self-controlling efficient teams,
- high employee competence in problem solving, self-organization, communication and learning ability,
- Increasing the satisfaction, initiative, independence as well as the commitment and dedication of individual employees.
Phases of Change Management Projects
Emotional reactions to change depend above all on this,
- whether the changes are major or minor and how they are perceived by the employees,
- how the Change Story explains the situation and the change process
- how change communication is managed, and
- how stakeholders are involved, including clear responsibilities.
The following 7-phase model of possible emotional reactions in change management processes provides an initial orientation as to which behavioural patterns the employee can expect:
1. Shock, surprise
The typical reactions to the confrontation with the necessary change are surprise, shock, fear of the new and lack of understanding. This often leads to decreasing productivity, because previous behaviours may no longer be optimally suited for the new situation.
2. Negation, rejection, resistance
The parties concerned are united against the change because they do not believe that the measures announced are effective.
3. Rational insight
It is recognized that the change is unavoidable and may even be necessary. At first, short-term solutions are sought for rather superficial changes in order to avoid a deeper rethinking of one's own behaviour.
4. Emotional acceptance
As the pressure to change increases, a decisive turnaround comes.
The change is understood and accepted. Familiar behaviour patterns are left behind and a fundamental reorientation can begin.
5. Try out, learn
The new situation is being dealt with in a targeted manner. Curiosity for the new develops. Through trial and error and learning, new ways of thinking and behaviour are developed.
With the realization that change has something good in it as well as first successes, one's own abilities develop. The integration of the new new ways of thinking and behaviour into everyday life begins.
7. Integration, anchoring & self-confidence
The new ways of thinking and behaviour are taken for granted and are fully integrated and anchored in everyday life.
Personality Types in Change Management Projects
"When the winds of change blow, some build walls and others windmills." (Chinese proverb)
In management projects, the following 7 personality types often emerge, so that the change communication can also be better aligned to the respective personality types:
"Visionaries and Missionaries"
You have helped to develop the goals and measures of the planned changes. They are therefore convinced that the changes are correct and important for the company. They try to convince the other employees of the success of the change and to actively involve them in the change process.
They are convinced of the necessity and success of the planned changes and are willing to actively participate.
They first consider what advantages and disadvantages they can personally expect from the changes.
Opportunists often express themselves positively to their superiors about the upcoming changes ("right", "long overdue", "well planned"), but they tend to be sceptical towards colleagues and employees ("if this works out well").
"Waiting and indifferent"
They usually form the majority in the company. Their willingness to actively participate in the changes is very low. ("we've had that before", "in the end everything stayed the same"). They can only be motivated to actively participate when the change process shows noticeable success.
They offer covert resistance to the changes. They spread rumours and create a mood against the changes.
They often show that they are against the planned changes. They are convinced that the decisions made are wrong and that the planned changes will not lead to the desired goal. However, their criticism is usually constructive and can positively influence the change process.
They decide not to support the change and leave the company. They are often top performers who no longer see sufficient prospects for themselves after the changes.
Strategic reorientation, strategic alliances, mergers / acquisitions (post-merger integration), turnaround / restructuring, introduction of new technologies, development & implementation of an innovation strategy, communication & anchoring of a vision, introduction of mission statements & leadership principles, culture change, development into a learning organization Reorganization / restructuring, process optimization / reengineering, operational excellence, rationalization / cost reduction, increase in productivity, quality assurance / total quality management, increase in customer and service orientation, climate policy / change, legal requirements, demographic change / aging, staff reductions etc.