Organizational change requests customization
Not a single organizational change is the same. The unique situation, culture and structure of your organization requires an appropriate approach. An effective organizational change doesn’t confuse the current situation, though it does tackle issues that block the path to success.
It is all about getting a clear account of the situation and desires, selecting an appropriate change strategy, assigning roles and choosing the right change tools. Then the strategy can be carried out, after which the attention can be focused on measuring and ensuring success.
Change journeys require specific roles and competences within organizations, which under normal circumstances, aren’t needed in the organization. The staffing of an organization is often insufficient to handle the extra work of a change.
InContext can support an organization by adding or strengthening temporarily roles. This by fulfilling these themselves, by coaching employees end/or composing a project team. While doing this, one should not lose sight of the day to day work which has to be continued during the change.
“It is all about selecting the right approach for the unique situation, culture and structure of your organization.”
Six InContext key points during organizational change
01. It’s about people
Organizational change not only includes structures, tasks, systems and tools. Above all, it’s about people; sharing a common vision, a sense of urgency and adjusting day-to-day behavior.
02. Organizational change comes at a price
Organizational change comes at a price. Breaking down existing structures and ways of working can’t be done without difficulty, costs or pain. The more ambitious the transformation is, the higher the prices one has to pay. It might be helpful to think over the price of the intended change before the start, so there won’t be any surprises during the journey. Sometimes it helps to give an ambitious change plan a reality check at an early stage.
03. Follow the chosen path
A change that has started must be implemented, otherwise one get’s the worst of both worlds. The old situation doesn’t work anymore and the new situation doesn’t work yet. In that case people loose their motivation and trust. Therefore, the top of the organization, regardless of the selected change strategy, must precede in the change and show their commitment. Each organizational change has it’s own setbacks and downturns. Right then, leaders need to keep following the chosen path.
04. Take care of a clear and supported vision
A transformation needs a clear vision that shows where your organization is heading for. The more this vision is widely supported, the easier the transformation will be. Off course, it is easier to understand and accept a vision to which one has contributed.
05. Take care of the engagement
An organizational change needs engagement. There is a balance between the people that think over transformation and the people that experience the change. Not everyone can contribute to the design. Though, the time and energy spend at the start in involving people, pays off in less resistance later on in the process. It is important to mention that resistance doesn’t need to be an issue, take it serious and listen.
06. Heb oog voor de groei en ontwikkeling van leiders
An organizational change has to deal with varying stakeholders who all have their own interests, concerns, wishes and resistance. It is very hard to tell one story. Leaders need support to be able to deal with conflicts, to strengthen their own behavior and deal with fears and concern. Leaders that take care of their own growth and development, are much more competent to deal with changes.