Sustainability, and the Effective Change Manager
7 important questions on Sustainability, and the Effective Change Manager
- Table 11.1 Images of Managing and Sustaining Change (p. 356)
Director - Change manger is to change the process and direct other to comply.
Navigator - Change manager change process to fit the context.
Caretaker - Determined primary by the contextual factors not by the management.
Coach - main role is to help others to develop the capabilities necessary to achieve the intended outcomes of the change.
Interpreter - develops understanding of the meatning and significance of the changes and what will count as successful outcomes.
Nurturer - constant flux and largely beyond management control
- “Top Ten” Factors for Initiative Decay (p. 358–359)
- The initiators and drivers move on- successful change leaders are ready to move on to the next challenge.
- Accountability for development has become diffuse - individuals that implemented the change are not promoted
- Knowledge and experience with new practice are lost through staff turnover - critical mass trained and developed staff leaves the position.
- Old habits are imported with recruits from less dynamic organizations - new recruits bring prior experience no retraining just on-the-job observation.
- “Top Ten” Factors for Initiative Decay (p. 358–359) Part 2
6. New managers want to drive their own agendas- want to appear innovative and energetic they want to make a mark.
7. Powerful stakeholders are using counter-implementation tactics to block progress - if they do not like the change they may undermine the changes.
8. The pump-priming funding runs out - resources consumed and things come to an end decay become more likely.
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- “Top Ten” Factors for Initiative Decay (p. 358–359) Part 3
10. Staff on all levels suffer initiative fatigue, enthusiasm for change falters- too much change successful or not, can threaten sustainability by generating a desire to get back to normal.
Table 11.2 A Spectrum of Reasons for Failure (p. 359)
Deviance - violate the process
Inattention - deviates from specifications
Lack of ability - no skills, training, to do the job
Process Inadequacy - faulty of incomplete process
Task challenge - task too difficult
Process complexity - many elements breaks down
Uncertainty - Lack of clarity
Hypothesis testing - experiment pass or fail
Exploratory testing - an experiment conducted to expand knowledge
- Figure 11.1 The J Curve (p. 370)
The J- curve can be helpful in managing the expectations of others.
Escalation of Commitment (p. 371–372)
- Project determinants - commitment is likely to increase where the lack of progress is considered to be due to a temporary problem.
- Psychological determinants - sunk costs are not sunk psychlogically.
- Social determinants - commit more resources in an attempt to revive it and thereby save face by not being associated with the failure.
- Organizational determinants - resist abandonment of a project that is seen as central to their identity.
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