"Paralyse Resistance with Persistence" - Woody Hayes
Do you get significant resistance to introducing new activities or roles into an organisation?
After much toiling, do you implement an IT project, only for the people to ignore it? Is there a lack of support for a particular project?
Is there a discontinuity between demand that gets scoped and projects that get approved? Despite this, are there more projects in progress than actually got delivered last year?
As technologists we know the level of binary detail we have to consider to make an intergration work, create a "hardened" website or deploy a new operating system into the organisation. That ability often credits the technology department with the planning responsibility, often on behalf of the business function too. Yet despite this, we feel we get a disproportionate level of blame when things don't work out the way we planned.
Ensure your outcomes are acheived by assessing the full impact of organisational change
Typically, the missing part of the plan is a focus on people, such as: understanding how they will work in the future; solliciting support; ensuring that they are consulted; helping people accept and embrace change. Apply our framework "TEDET" to promote a successful outcome:
Target - Target the problem to solve by finding the pain point in your organisation that everyone can identify with. Use our assessments to review the level of maturity and skill.
Envision - Envision how people will work differently in the future. Create "tuned" messages for all people on what's in it for them. Look at what start and stops in a role.
Deploy - Deploy change into the organisation through assessing the impact people's way of working. Identify those people in the organisation who will make change happen and come up with an engagement strategy to persuade.
Embed - Embed change in the organisation through understanding how people react to change and build in activities that will sustain the change long term.
Troubleshoot - Troubleshoot common ways that a transformation gets derailed and create a plan that includes the extra activities to achieve success!
We use the Partnering role in your organisation as a case study for change. What are the pain points? What would be the perfect day? What changes do you need to make in order for it to be a success? How will you convince your peers and decision makers it's the right thing to do? How will you stay the course and achieve your vision?
We provide you with the tools and approaches to answer the above questions.
Feel sufficiently confident to implement the techniques on leaving the workshop with an action plan to transform the partnering role in your organisation.
Excellent interactive training. I learned a lot and have a lot to think about and implement.Michelle Weipers, Senior Business Systems Strategy Manager at Maitland
Benefits of applying the workshop techniques:
- A real change in the way business is done
- Detail implementation tips on overcoming resistance
- The key approaches that make sustaining change happen - a change in habits
The Right Focus
- Shift from just a technology focus to a more preople focus
- Focus on the pain people suffer today as a cause for change
- Review the organisation maturity and the level of skill
- Target those areas that stand to deliver most benefit
- By asking the right questions and thinking about how people are impacted, activities can be incorporated into your plan that significantly increase the chance of success.
Organisational Change Outline
What you'll get:
What we bring:
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