Leadership

CHAPTER 11 LEADING AND MANAGING CHANGE AND Transition
throughout the change process, particularly during planning. Communication skills, rapport
building and problem-solving strategies underlie their phases.
The seven steps are:
1. Diagnose the problem. Involve key people in data collection and problem-solving.
2. Assess the motivation and capacity for change. What are the financial and human resources constraints? Are the structure and function of the organisation conducive to change? What are the possible solutions, and which are preferred?
3. Assess the change agent’s motivation and resources. This assessment is important.
Consider the change agent’s own commitment to change, energy level, future ambitions and power bases. Starting a change and dropping it midstream can waste valuable personal energy and undermine the confidence of colleagues and subordinates.
4. Select progressive change objects (milestones). Develop the action plan, evaluation criteria and specify strategies.
5. Choose a change agent role. The change agent can act as cheerleader, expert, consultant or group facilitator. Whichever role is selected, all participants should recognise it so that expectations are clear.
6. Maintain the change. Communication, feedback, revision and coordination are essential
components of this phase.
7. Terminate the helping relationship. The change agent withdraws from the selected role gradually as the change becomes stabilised.


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