Change: The following are some interesting perspectives on what “change” is
- The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man. [George Bernard Shaw 1856-1950, Irish playwright and critic#
- If we want things to stay as they are, things will have to change. [Giuseppe di Lampedusa 1896-1957, Italian writer in The Leopard]
- The real problem is what to do with problem solvers after the problem is solved. ‘Gay Talese 1932-, American (Italian-born) journalist]
- "Bury me on my face," said Diogenes; and when he was asked why, he replied, "Because in a little while everything will be turned upside down." [Diogenes 412BC-323BC, Greek philosopher ]
Management: "Management" (from Old French ménagement "the art of conducting, directing", from Latin manu agere "to lead by the hand")
solved. ‘Gay Talese 1932-, American (Italian-born) journalist]
- characterises the process of leading and directing all or part of an organisation through
- the deployment and manipulation of resources (human, financial, material, intellectual or intangible).
Change + Management = is the managerial processes and tasks that are undertaken to support the development of an organisation and its staff from one state in time to another.
When ever we introduce the word “manage” we move away from the uncertainty of change to a more structured, coordinated [managed] initiative that is to move us from one defined state to another, defined state. It is only be defining where we are and where we want to be that we can “manage” this transition.
There are a number of tools that we can use to help us define where we are, where we want to be (change) and how we are going to get there (manage). These include:
- Project Management techniques that would complement the organisation in defining the scope for change (the actual starting point and the desired ending point), support the planning process and facilitate the monitoring of tasks and achievement of milestones
- Operations & Process Design Techniques, such as IDEF or the Organisation Development Models for providing a structured method for defining the organisation and mapping responsibilities, values and performance to the various units or roles
- Role Profile templates that map to performance management techniques including development needs analysis
- Dynamic RAID logs (Risk, Assumptions, Issues, and Dependencies) that provide enhanced support to the change management coordinator and project reporting.
- Stakeholder management techniques that support the appropriate participation of both internal and external parties that may have an influence of the pace and success of change
- Management training experience (content and delivery) – ranging across the three C formula (Competency + Capability = Capacity)
Competency (re-usable/transferable skills) +
Capability (experience & personal abilities) =
Capacity (overall breath & depth to achieve organisation objectives)
