Reframing the Organization and the Role of a Change Agent

Reframing the Organization and the Role of a smorgasbord Agent win over forethought is a comprehensive private road to suggestion an arranging with faulting. It is a structured get on to passageing individuals, teams, and organisations from a skipper state to a desired future state. Most grandly, the shimmy effort must(prenominal)(prenominal)(prenominal) be actively led and take awayd with a resolve delimit of objectives and an agreed project for achieving these objectives. This act back tooth be up shape to employees if communication it non use wisely. Effective miscellany solicitude is chief(prenominal) for the growth and development of the giving medication and for ensuring employees argon right-hand(a)ly engaged and sure wind up-to-end the process. alternate vigilance is a critical part of nigh(prenominal) project that leads, manages and enables stack to accept untried processes, technologies, systems, structures and determine. My paper or dain instill the reader on the process of form caution and the role of the qualify promoter. Fin onlyy I exit discuss the stairs for reframing the organization. re muckle commission charters the individuals and teams carriage and attitude during the tack passage as substanti each(prenominal)(a)y as the stopping point. flip-flops non wholly affect pot it could affect the trading processes, engineering work throughation or any raw(prenominal) policies pitch management is a systematic approach to dealing with flip, both from the perspective of an organization and on the individual train. A sensibly ambiguous term, reposition management has at least three divers(prenominal) aspects, including adapting to variety show, moldling transfer, and lay outing heighten. A proactive approach to dealing with variety show is at the core of all three aspects. For an organization, castrate management means defining and implementing procedures and/or technologies to deal with veers in the seam milieu and to profit from changing opportunities.Many people argon interested in answering the question How such(prenominal)(prenominal)(prenominal) pitch is too much change? Webster defines change as to brace divers(prenominal) in some exceptional, to receive radically varied or to offend a variant position, line of work, or direction. Isnt this the perfect environment for closely cutting-edge companies? I am a supporter of change however companies who change often may sometimes be operating in a state of chaos. It is dress hat to take a strategic approach when initiating the change process in an organization structure. The key is a well delimit strategic final cause and great leadership at the executive level this is fundamental during change management. It is the overconfident catalyst for keeping an organization on t get hold of during the topsy-turvy moments.Al well-nigh every company give face the trade to change due to th e necessitate for a culture change, competitive pressures, economic challenges, or skills shortages. Two-third of all organizations stomach issueledged some type of change in the past year, whether it is a merger, acquisition, or shoot downsizing world-class. Less than half of employees verify that change is implemented well.A company period of timeically demands to commixture it up a bit. Restructuring gets people to pass away forming fresh net conveys, making the organization as a whole much creative. The most booming organizations not only master the art of change they demonstrate an understanding and borrowing of change as a constant. Fortunes Worlds Most Admired Companies research specifically examined how 18 world-class corporations detentiond change. Notable similarities were revealed. In approaching major transformations, thriving firmsVision was defined. They got consensus at the highest level rough when they wanted the company to be in the very near future They desire to understand the behavior in as many focussings as practical through systems, staff, structure and processes in order to drive and reinforce the changeThey devised a plan to systemically measure what they were trying to changeThey ensured that their basic human re ancestrys practices, retort systems, c atomic number 18er development systems, excerptions procedures, performance management strategies and leadership styles supported the impudent directionWhat differentiates successful firms from the rest? They make sure everybody leaves a contact with the same priorities in mind. Until agreement is reached, it is practically im realizable to allocate the gumption of urgency to specific issues. Research has shown how difficult it is for an organization to gauge its blank from its target. One study by the Hay Group, in which executive teams class-conscious 56 internal pagan elements to form snapshots of both desired and current cultures, found that 9 out of 10 exec utive teams were much dual-lane on defining their culture than in describing future cultural priorities.ethnical change is enormous. It croup feel very uncertain. That is why it is so all-important(prenominal) for a company to identify precisely what it is that it seeks to change. Change is good for an organization it disrupts all the routine in an organization that collectively stifle designing and adapt baron. Restructuring breaks up the outdated ply structures that may be quietly misdirecting a companys resource allocation alike(p) silos. However without proper planning the process send away be catastrophic. Over time, in starchy networks mirror formal structure, which is how silos develop. Silos can be considered as specific department being incapable of trilateral operation with other, related departments within atomic number 53 organization. The position is typically employ to teams where the focus is inward and schooling communication is vertical. In some silos ma nagers officiate as information gatekeepers, making timely coordination and communication among departments difficult to achieve, and circular-knit interoperability with external parties impractical. Employees atomic number 18 in do-gooder guilty of hoarding information. Both managers and employees consider this a form of cable security. The problem with silos is that communication and collaboration melt down to wrick trapped in specific business units or departments. Change leave alone break down these silos creating a better company. Breaking down the silos is so important be consume the hourlong things argon done a particular way, the harder it is to adapt to when change is required.Successful adaptation to change is as of the essence(p) within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably escort changing conditions that they are powerless to match. The more power in full you deal w ith change, the more likely you are to thrive. Change must be managed using an ethical and paid approach with common sense. collect to the changing economic state over 30 million Americans get hold of been dislocated by restructuring. Companies expect to cut an average of 15 per centum of their workforce over the next decade. Today, change is continuous and enormous. It is important that companies render a strategic plan to manage the change process and control resistivity. However, they often forget about how to handle or who will handle the transition from the old way to the new way of doing things. The transition period is where people get immovable. volume become anxious, confused, angry and often unproductive. On many occasion the task of boostering people through the transition is the function of frontline management but can become difficult for them. The most logical approach is for the company too employee a change cistron.Change movers carry many titles but devou r some distinctive characteristics. A Change constituent is an individual whose presence or thought processes cause a change from the traditional way of handling or cerebration about a process. They must possess qualities such as experience in providing direct services to management in the mankind domain and private sector, particularly to those with nine-fold problems. Strong communication skills, including writing and public speaking abilities are critical. They must have the ability to communicate changes effectively across the entire organization. This helps them build consensus among groups of diverse stakeholders. In addition, they need the ability to sense and manage controversy. A person who is known for this type of work may promote credibility among other stakeholders. In a last abstract, the personality and interpersonal skills that change agents bring may be out-of-the-way(prenominal) more important qualifications than any advanced degree or specialised training. Implementing change requires a specialized group of people. Hiring the veracious person to lead the team is a delicate and subjective task.A change agent leader may come in the form of a Change Management Project private instructor. A change management Project motorbus focuses on executing standard Change Management methodology which will facilitate the business partners planning and execution of new standards. The Project Manager will be directly allied to the company transformation sense or Change Manager. The role of a change manager is to be a leader who can alter forces that can come to the change project. Depending on the magnitude of the change, this leader might be the Chief decision maker Officer/Executive Director, Vice President or department manager. If the organization culture must change to accommodate a new way of working, the leader must be the top dog of the company. Company culture is created from the top of the organization.The project manager may hire a ch ange management analyst. They are responsible for auditing and evaluating the change management process of a business. Change management is aimed at helping system users to adopt the new system and use it productively. The role of the change management analyst includes ensuring that seemly documentation and support are available to the users. These are a some people who could make up the team that ultimately facilitate the transformation of an organization. It is imperative that the company take great care in selecting the right people to help support change within the organization. They must be skilled and have the ability to devise and execute a plan from give out to finish.Companies excel at creating plans on change but selecting the separate change management team is often overlooked. Some executive deliberate using an internal resource to champion alone and a hardly a(prenominal) memos to the staff announcing the persons new role while noting the upcoming changes will suf fice. This supposition is far from the truth and will result in rebellion. It is necessary for the dictatorial success of the change that serious thought is put into the change management agent selection. For some reason, thither is often more power in what an outsider says than in the same suggestions coming from the inside. This power should be used to reinforce the direction in which you want to go. Outsiders bring important information and a fresh perspective which is why great team selection is critical It is no secret that much is documented about the course or stages of change however while process is clearly important, what is the defined role of the change agent and what characteristics are critical to be an effective change agent?After careful research in that location were a few characteristics that seem to echo. Motivation is what keeps the momentum going, even when things are tough. Change is tough and if they are not highly motivated, the change may not come. Commit ment is another essential characteristic of successful change agents. The level of personal perpetration influences behavior which in turn influences results. They must be a planner with ability to plan effectively no accepted change can happen unless it is planned and thought through. Being a risk taker is a good trait. You cannot steal second if you are horror-stricken to leave first. Change requires an element of risk. When you take risks they sometimes result in success but can result in unsuccessful person. When you fail you learn. In fact, the most successful people always state that they learned more from when they failed than when they succeeded. Change without some risk taking is not an option.Changes agents must start with a goal in mind and be outcome focused. If they dont know where the organization wants to go, they are incapable of helping the company get to the pass judgment finish. While this might seem like stating the obvious, it is surprising how many organiz ations start to embark on change without absolute clarity. It is important that they believe change is accomplishable. Failure to do so will result in apology and creativity blocked. In any change difficult choices will need to be made and communicated. Many of these changes will be unpopular and invasion on a lot of people. Those that excel as change agents have the courage to follow through on the changes and stay focused on their goal and outcome while being empathetic and flexible.While there is a need to be courageous and move things forward, high degrees of empathy are important. Change agents need to be ready to see different perspectives and be able to step into the shoes of others. tear down the best laid plans dont go on as expected. As a change agent they need to be able to adapt to changing circumstances internally and externally to the organization. Change agents always need the ability to get all people stirred by the project involved, to ensure their support and inscription. Change projects involve a great variety of factors and forces. Many change projects challenge the existing cultural trammelwork of an organization. Efforts to change such lasting set, however, lead to resistance and denial. It takes the word sense and the support of all people affected by such projects to make them succeed. It is the change agents task to generate this acceptance in order to implement change with the people, not against them.Rosabeth Moss Kanter a tenured professor in business at Harvard Business School where she holds the Ernest L. Arbuckle Professorship and author numerous books on business management techniques, particularly change management, mentions that many emotional components among the most important characteristics of change agents. Change agents should realize that there is more than one right solution. The change agent has to be able to evaluate facts from different points of visual sense. Additionally, Moss Kanter writes about the si gnificance of alliance building, which she describes as an often-ignored step in change processes. Change agents should identify and involve leaders, decision makers on resources, functional experts and other important persons as early as possible in the project.Selecting the proper change project to put into action first is vital. Proven techniques such as cost benefit analysis, return on investments calculations and risk analysis are well defined protocols for selecting what need to be tackled first. These tasks are often performed by a change agent analysis. This data is transferred to the change management Project Manager.The change team and employees affected by the change initiative must not feel like as if they are alone the tools for change or the subject of change. Genuine commitment can only be gained by giving people the chance to become actively involved. plenty will develop a sense of ownership for the project, which, in turn may serve as a major source of motivation when it comes to the inevitable problems and barriers which manifest into full blown mutiny also known as resistance. opposition to some employees is used as a survival mechanism. Most people are reluctant to leave the acquainted(predicate) behind making change incredibly difficult. We are naturally relate about how we will get from the old to the new especially it involves something new and risking failure. The change agents role is designed to help facilitate and make the transition uncomplicated. Based on research resistance to change is the most habitual reason change never happens or takes years to implement in an organization. Resistance is simply a very powerful, very effective, very reclaimable survival mechanism.The biggest obstacle to change for a new on the job change agent is dealing with a companys past success. It is difficult to ask people to change when things have gone so well in the past. The intellect that anyone would challenge this reasonable and rational w ay of doing business is ludicrous. The change professional must have the ability to notice these changes and react immediately. People may begin to feel a loss of security. Employees no longer feel in control of their destiny. They may question where they stand in the organization. People will no longer know what to do or how to manager. Their understanding of where they are going is lost. The companys mission and vision often becomes unclear.Resistance can affect many other aspects of change. A change agent must monitor productivity during times of resistance because typically it declines. People are often upset and downbeat. Resistance is not a congenial experience for the employees or the change agent. The change agent is often infernal for everything that is going on at moment. Workshops arranged by the change agent typically help neutralize this problem. During workshops employees are encouraged to informally express their tinges. Expressing feeling about the entire process is what helps employees change. People need a way to say good bye to the old and welcome in the new. A well trained change agent views resistance as a gateway or filter. This opposition helps them select from all the presumptive changes the one that is most suitable to the current smirch. The utilization of compassion makes it possible for them to respond empathetically.Communication becomes essential to worker buy-in the reason for why change is necessary must be clearly defined and communicated. The project manage need to keep the employees informed of any new development and give then as much data as possible. The workshops should be followed up with one on one meeting if necessary. Statics show that when 5 part of the people, in a group, adopt a change, the change is imbedded. When 20 percentage adopt it, the change is unstoppable. An experience change agent focus on the innovators, people who try things first followed by the early adopters. Some individuals are harder to g et involved and more often than not become somewhat the focus of the project manager. Change agents who repair alter relationships and restore imprecate both before and during change are less likely to encounter resistance than agents who do not research shows that falling to repair damaged relationships can lead to lowered commitment (Dean, Brandes, Dharwadkar, 1998). Agents can reduce the chances of such damage by being truthful and realistic as possible including revealing what they do not know. As a matter-of-fact, change agents are encouraged to communicate frequently and enthusiastically about change (Lewis, Schmisseur, Stephens, Weir, 2006). Even communication cannot eradicate all forms of resistance.Rational resistance forms when employees feel uninvolved. They hold change is being forced upon them. These are the people who refuse to budge. This is what a change agent faces when someone ignores or does not embrace the idea of change. This can be cancerous. One way to he lp is to create an environment where learning is the norm. Motivating employees to change by celebrating small successes can help people inspire to embrace change.However in some cases nonsensical resistance gets the best of the most experienced change professional. There are people for whom no amount of verification, persuasion or motivation will suffice to get them to automaticly adopt change. Since it is the goal of the change agent to persuade individuals to change a change professional may make use of McGuires theory of inoculation.Inoculation Theory was developed by tender psychologist William J. McGuire in 1961 to explain more about how attitudes and beliefs change, and more important, how to keep original attitudes and beliefs consistent in the face of persuasion attempts. According to McGuires theory of inoculation, change telephone receivers success in resisting influence is determined by their ability to rebut arguments that challenge their prevailing beliefs (McGuire ). Inoculation is a theory developed to build up existing attitudes and beliefs and build resistance to future counterarguments. For inoculation to be successful it is critical that the motivation for resistance is imposed upon these existing ideas takes place after the inoculation. The argument that is presented through inoculation must be strong nice to initiate motivation to maintain current attitudes and beliefs, but weak comme il faut that the receiver will refute the counterargument. Inoculation theory has been successful in increasing college students resistance to credit card advertisements (Compton Pfau, 2004).Change recipients reactions to change are not necessarily dysfunctional obstacles or liabilities to successful change. Quite the opposite, recipient reactions can have value serving as an asset and a resource in its implementation and successful accomplishments (Knowles Linn, 2004). Resistance is one possible form of engagement with change and may, in some cases reflect a higher level of commitment that acceptance, because some resistance is thoughtful. Change agents can use resistance as feedback on a stakeholders engagement. It can become an indicator and a valuable source of feedback for improving the process and conduct of change. In fact, change agents may want to consider the absence of resistance as a sign of disengagement and harbinger of future problems from lumpen acceptance (Wegener et al., 2004).The change professional must surely include responsibility for the relationship with recipients, as well as the tactics of change implementation. Change is nothing more than a simple shift in technology or some reporting relationship. They are the cornerstone of forward progress. The effect of the change professional is important to the execution of a successful positive transformation and culture shift.The culture change of a company can be achieved by giving employees the means by which they could successfully do their jobs. It is co mmunicating clearly to employees what their jobs are and providing the training and tools to enable them to perform those jobs successfully. Organizations need to bear in mind that throughout the process of making improvements, individuals will be thinking about WIIFM (whats in it for me). This doesnt mean solely the monetary impact of the change.The typical Western approach to organisational change management is to start by trying to get everyone to think the right way. This causes their values and attitudes to change, which, in turn, leads them naturally to start doing the right things. It is imperative that the company starts by influencing a culture change. The first change should focus on how people think. The focus should be on behavior modifications which align with the mission and vision of the company.Putting together the change management strategy is the first noteworthy step in implementing change management methodology. This can also be considered reframing the organiz ation. The strategy provides direction and results in informed decision making throughout the change process. A well-formulated strategy really brings the change to life, describing who and how it will impact the organization. People will follow a person who inspires them. The change must start with a solid vision and passionate leadership. A change plan is necessary to ensure that the initiative becomes a living quick document. The change management plan is documented by the change professional and includes but is not limited toCommunication planResistance management planTraining planReinforcement planningThis plan must address getting buy-in from key stakeholders and the naysayers. Top management must fully support the change. Leadership has to understand the employees and business units being impacted by the change. These stakeholders should be communicate personally by senior leadership. Showing how they will be positively impacted enables the employees to better appreciate th e vision. The leader new vision has to be communicated throughout the organization. Understanding the employees perceived level of commitment will have more to do with the success or failure of the change than anything else. This must be evident to the employees. It is critical, if leadership is commitment is mischievously communicated the change will more than likely be resisted. We previously addressed resistance and ways to deal with or embrace the process.In addition to a solid strategic plan, the leaders must be willing to look at the company through a different set of lenses. Different lenses can bring organizational life into a different or clearer focus. Lee Bolman and Terrence submit authors of Reframing Organizations Artistry, Choice and Leadership argue that it is insufferable to really understand an entire organization without using a multi-framing perspective. Although there are no right or wrong ways to view organizations, one of the most practical theories, suggeste d by Bolman and Deal (1984), advocates looking at organizations from four different perspectives or reference frames. These frames are often described as windows, maps, tools, lenses, orientations and perspectives because these images suggest multiple functions (Bolman Deal, 2003). The four frames are (a) structural (emphasizes specialized roles and formal relationships), (b) human resource (considers the needs of the individual), (c) political (focuses on bargaining, negotiating, coercion, and compromise), and (d) symbolic (views organizations as cultures with rituals and ceremonies). Each of the frames is powerful and coherent, and collectively, they make it possible to reframe Reframev. t. 1. To frame again or anew. or view the same situation from multiple perspectives (Bolman Deal, 2003). . They allow the leader to view the workplace from different images to make judgments, compile information and get things done.Not every framework works well in every situation. The change agent will find that all or most of the frames will be employed by the people they will be dealing with. The idea to creating change in an organization is to figure out which frame offers them the best opportunity for focusing all the individuals on a feasible solution. Basically they are going to have to convince some people to change their frame of reference, at least when they are thinking and talking about the changes that are coming. Once the situation or problem has been successfully reframed, the change professional will need to help people reinterpret the new framework in equipment casualty of their preferred approach. No one uses only one frame all the time, although people often show a preference for one or two frames.The structural and political are the most prevalent frames shown by people during change. Both can be used to demonstrate different analytical approaches to describe an organization. Bolman and Deal (2003) are careful to explain the steps that ought to be ta ken to prohibit greed and encourage morality in the politically fueled workplace. For example, negotiation can be seen as a win-win as opposed to a positional ordeal. If there is potential for both sides to benefit through bargaining, it is optimal to go about this process in such a way that does not insist on a clear win-lose outcome. Similarly, they describe ethical issues in bargaining and general organizational politics. The symbolic frame looks at the core beliefs and values that employees of organizations possess in common. These beliefs represent what people stand for and shape their identity. This frame suggests that what happens in organizations is not as important as what these phenomena mean to people. The symbolic frame is touch with organizational culture and the culture is significant and well-established in most companies. This frame is important because it is directly tied to the emotions of the people. Most people dont like change because it represents uncertainty. Quoting Burns, If leaders are to be effective in helping come up and elevate their constituencies, leaders must be whole persons, persons with full-functioning capabilities for thinking and feeling (217). In this way, the authors encourage leaders to be both aware of the greatness of the power they wield, and to lead by example as an ethical individual.The end result is to learn the importance of stepping back and looking at a situation from more than a single pane of glass. This is vitally important because most of us have the tendency to look at situations or problems from a limited narrow perspective, and this hinders our ability to be effective and tedious leaders. Below is a chart that outline the reframing process.Reframing Organizational Process skeleton in the closetStructuralHuman ResourcesPoliticalSymbolicStrategic PlanningStrategies to set objectives and coordinate resourcesGatherings to promote participationArenas to air infringes and realign powerreligious rite to signal responsibility, produce symbols, talk terms meaningsDecision MakingRational range to produce right decisionOpen process to produce commitmentOpportunity to gain or class period powerRitual to prolong values and provide opportunities for bondingReorganizingRealign roles and responsibilities to fit tasks and environment notice balance between human needs and formal rolesRedistribute power and form new coalitionsMaintain image of accountability and responsiveness negotiate new social orderEvaluatingWay to distribute rewards or penalties and control performanceProcess for helping individuals grow and improveOpportunity to exercise powerOccasion to play roles in shared ritual overture ConflictMaintain organizational goals by having authorities resolve meshingDevelop relationships by having individuals confront conflictDevelop power by bargaining, forcing, or manipulating others to winDevelop shared values and use conflict to negotiate meaningGoal SettingKeep organization heade d in right directionKeep people involved and communication openProvide opportunity for individuals and groups to make interests knownDevelop symbols and shared valuesCommunicationTransmit facts and informationExchange information, needs, and feelingsInfluence or belie othersTell storesMeetingsFormal occasions for making decisionsInformal occasions for involvement, sharing feelingsCompetitive occasions to win pointsSacred occasions to celebrate and transform the cultureMotivationEconomic incentivesGrowth and self-actualizationCoercion, manipulation, and seductionSymbols and celebrationsSource Bolman Deal (1997), pp. 267-268The uses of the multiple frames assist the leader to distinguish and recognize more broadly speaking the problems and potential solutions available. It encourages the leader to think flexibly about their organization and opens a range of opportunities to the leader to view events from multiple angles.Lastly, employees should feel comfort in knowing that their p articipation in change is moving the organization toward a more healthy state. Collaboration gets all employees to work together. Their thoughts and opinions are sought and valued by leadership. Communication is important to create awareness about why the change is necessitate. The word about the change should be talked about daily. In most cases several times a day if needed to get stakeholder buy-in. It is imperative that this message comes fro