Sqn Ldr Rhys Cowsill – RAF Leadership Centre
MANAGEMENT OF CHANGE
Introduction
1.
Why Study This Subject? Things have always changed. In modern times, the
pace has increased. Arguably, during peacetime, it is the aspect of our work that
requires most leadership because if things remain the same they require only
stewardship or management. Change requires leadership. Sometimes Transactional
Leadership is adequate. In more difficult circumstances, such as when timescales
are imposed from elsewhere and resources must be found from within,
Transformational Leadership becomes essential. If change is needed then it must be
implemented successfully and to do that a leader must be able to identify:
a.
The main external change drivers.
b.
The main reasons for resistance to change.
c.
The key factors in a successful change process.
d.
The Strategies and Tactics available to the change leader.
2.
At the end of this session you will be given a typical small-scale change
scenario and will be able to discuss how change might be implemented.
WHAT EXTERNAL FACTORS CAUSE CHANGE?
3.
Sometimes change occurs because the unit or organisation chooses to do
things differently. This internally generated, ‘proactive’ change is usually relatively
painless. More often, change is forced upon us by external factors and we become
reactive. This type of change is difficult to deal with because it is not of our making.
Here are the major external factors that cause change: the Change Drivers. Each
category is given one example.
Change Drivers
Reaction
Political
Fall of the Berlin Wall.
Strategic Defence Review and
development of deployable forces.
Economic
Defence budget cuts.
Amalgamation of Army regiments.
Sociological
Unacceptability of ‘body bags.’
Increase in use of air power.
Technological
Use of desktop computers.
Redundancy of typing pool staff.
Legal
Health and Safety at Work legislation.
Some practices abandoned/Increase
in legal casework.
Environmental
Influential pressure groups, in this
case led by ‘Sting,’ a Wiltshire
resident.
Plans to locate Future Strategic
Tanker fleet at Boscombe Down
abandoned.
These 6 elements are often abbreviated to PESTLE or STEPLE.
RESISTANCE TO CHANGE
4.
Apart from the obvious difficulties of implementing change such as the
availability of resources and money, the major reasons for resistance to change are
almost always human factors. In general terms people don’t like change because of
one or more of the following reasons:
a.
It might cause them to do more work.
b.
They might have to learn new skills.
c.
They might lose the advantage they have gained in the workplace (this
might be skill related or, alternatively, kudos or prestige might be involved).
d.
Their job may not be secure.
e.
They may disagree with a new ethos adopted during the change.
f.
The might be given more or less responsibility.
g.
They might have to move home.
h.
Their earning potential might be damaged.
i.
Other factors of parochial self-interest.
KEY FACTORS IN THE SUCCESSFUL CHANGE PROCESS
Vision
5.
Before implementing change, 3 key questions must be answered:
a.
“Where are we now?”
b.
“Where do we want to go?”
c.
“How are we going to get there?”
It is vital that the leader has a clear picture of what is to be achieved. The vision
might be just his or her idea but, equally, it might be formed as a result of
consultation on a wide scale. It is always worth considering the views of all the
‘stakeholders.’ Not all of these will have equal interest or equal influence but
consultation will lead to a feeling of inclusion and ‘ownership’ of the vision. This is a
very powerful tool in the implementation of change.
Communication
6.
Once the vision is clear, it must be communicated to everyone who will be
affected. Without this, rumours will abound and fear and mistrust will prevail. In such
circumstances, co-operation is unlikely to be forthcoming and the change process
will falter.
7.
It is estimated that we under communicate by a factor of 10! People need to
be told in many different ways and they need to be told repeatedly. Furthermore they
should be informed at every stage of the process. Care should be taken in the
selection of the media used. The most effective means is often a one-to-one briefing
but this can be very costly. An intranet message is cheap and will reach everyone
but is very impersonal and easily ignored. The use of many different media
simultaneously is often most effective.
8.
The single factor that has the most success in persuading people of the value
of change is clear commitment by the boss. In other words, the leader must set the
example.
Planning
9.
“Time spent in reconnaissance is seldom wasted.” Field Marshal Bernard
Montgomery. The same can be said of planning. As a rule of thumb, plan, plan,
plan.
10.
Resourcing. Resources will be needed to implement change effectively and
these include:
a.
Time. Sufficient time should be allocated to prevent undue rushing
and to give people time to adjust. However, if too much time is allocated, the
programme will drift on and there will be a lack of urgency. This may cause
the change not to be adopted at all.
b.
People. It is often a good idea to have a small team in charge of the
change programme. They will need to be released from their other duties to
devote time to the new task. How this is accomplished is a difficult problem to
overcome.
c.
Training. The change management team may also require some
training in, for example, project management or communications’ skills.
d.
Money. There is almost certainly going to be a requirement to fund
various activities involved in the change. These might include removals’ costs
or changes to headed notepaper. There may also be hidden costs such as
loss of production caused by time taken for briefings or a dip in performance
until the new procedures become properly embedded.
11.
Communications Plan. Good communications are vital: too important to leave
to chance. Therefore, a Communications Plan should be made. Make someone
responsible and give them the resources accordingly. Ensure that all the
stakeholders are fully informed of what is going on: then tell them again!
THE STRATEGIES
12.
Basic Options. There are 4 basic types of change strategy available to the
change leader. These are:
a.
Incremental. This involves changing little by little. Gradual
improvements over a period of time are often best suited to a situation where
things are going well and no major external threats are perceived. Total
Quality Management (TQA) is a system designed to facilitate this type of
change. The major advantages are that it is inexpensive and it causes little
disruption. However, it is not appropriate for crisis situations.
b.
Pilot Scheme. This process is best suited to situations where time is
available and some resources can be spared. The advantages include
identifying teething problems on a small scale and a visibility of the scheme
for the rest of the workforce. It can be expensive but it keeps the risk element
to manageable proportions.
c.
Parallel Running. Similar to a pilot scheme except that every
element of the workplace that is to change sets up its own shadow
organisation to implement the new processes. This allows a gradual change
for everyone from one set of SOPs to another. It can facilitate smooth change
with a minimum loss of production but it is expensive and can be divisive.
Those personnel given the opportunity to ‘go first’ might be seen as being
given an unfair advantage.
d.
Big Bang. Not usually a comfortable experience for anyone but it is
often the only option to combat a crisis. The Big Bang change involves
stopping one process and beginning another, overnight. It can best be
managed by devoting a great deal of time to detailed planning and a massive
communications effort. The advantages are that there are few opportunities
for sabotage by those who are disenchanted and the change is very apparent
for all to see. Moreover, it can ‘stop the rot’ immediately. However, it often
causes a large dip in productivity and many staff will be so uncomfortable with
it that they might leave.
THE TACTICS
13.
As we have discussed, people generally do not like change but they can be
persuaded to adopt it more readily if certain tactics are employed. The following are
a few ideas that might be used. It is recognised that circumstances might render
some or all of these inappropriate.
14.
Time-frames. The prospect of endless change is demoralising and ‘change
fatigue’ is something that will hinder successful change-implementation. Therefore, it
is necessary to state clearly how long the change process will last and then to allow
a period of consolidation where no further change takes place. This is sometimes
known as:
Unfreeze – Change – Re-freeze
15.
Rewards. Although the military system does not facilitate financial rewards
for specific tasks there are other forms of reward that can be used to motivate those
involved in change management. Annual appraisal reports are one obvious avenue,
however, we in the military are good at using awards and medals to signify
achievement. These are too often dismissed but, in fact, can be very effective
depending on the person in receipt.
[Study of Maslow’s ‘Hierarchy of Needs’ should help with the choice of
appropriate rewards.]
Physiological
Safety
Growth
Self-esteem
Selfactualisation
Hunger
Security
Belonging
Self-respect
Growth
Thirst
Protection
From Danger
Social
activities
Status
Personal
development
Sleep
Recognition
Love
Accomplishment
16.
Ceremonies, Rituals and Symbols. These can be very powerful tools both
for motivating staff and for marking an end to one way of working and the start of a
new way. New badges, new uniforms, new paint schemes and new titles are
examples of this. Consider the RLC parade, which signified the formation of this new
Corps.
17.
The Employment of Cynics. Change can be seen to be worthwhile if
appropriate champions are employed to preach the word. It is sometimes possible
for a committed cynic to undergo a ‘Road to Damascus’ conversion if enough
training and persuasion is invested in him. Such a change in attitude, when seen by
the workforce at large, can have a very beneficial effect on the implementation of
change
18.
Freeing of Resources. The availability of resources is always a difficult
aspect of change management. The eventual savings resulting from the change can
usually be given as justification for initial expenditure. However, factors such as
creating time and space (sometimes physical space) for the change management
team to operate often causes other people to have an increased workload. There
will be occasions when this is unavoidable and, once again, leadership skills will be
required to motivate the workforce. However, there are other avenues worthy of
exploration. Carefully examination of the current working practices to see if any are
non-essential is often fruitful in terms of making time available.