>One of the things we will be doing in 1996 is developing a mid-management
>change agent group. The purpose of this core group is to come up with and
>implement ideas to help mid-managers better support the changes in our
>Corporate Culture.
>
>Who should be part of this group?
>Any special kind of format?
>
>I'm looking for any ideas, thoughts, things to read, things you have tried
>etc. that would help me get this moving.
Hi Julie,
In my research of Organizational Change, one book in particular provided
insight to the role and responsibilities of organizational change agents.
MANAGING ORGANIZATIONAL CHANGE, by Patrick Conner and Linda Lake; Praeger,
1988.
Some highlights:
"At different points of the process, different demands are made on the
change agent. Because the roles the change agent must assume are so
diverse, an assortment of people may be called upon to play out the
necessary role(s) at different points during the change.(108)"
On pages 114 and 115 they articulate the personal characteristics of
change agents:
Interest in Change
Good change agents have had successful experience with change. They have
positive attitudes about change, believing that life is most interesting
when it does not stay the same. They enjoy the careful analysis,
planning, and other phases of organizational change.
Vision of the Future
Change agents must be able to envision a new way of doing things. The
picture they can make of the future is a goal of the change effort. By
picturing a future state, the change agent can more clearly see what must
be changes, what its new form will be, and imagine the resources and
actions necessary to accomplish it. Without that vision, plans and action
steps may lack direction and focus.
Persistence
Because changing is met by resistance through people, organizational
policy, managerial processes, and habit, change agents must be willing to
continue their efforts in the face of short term difficulties. Change
agents must be willing to pursue their goals with persistence. Some
changes simply take sustained effort until finally accomplished.
Anticipation of Problems
Problems that are anticipated can be either avoided, or moderated.
Resistance can be stemmed, and unexpected negative results can be
sidestepped by those change agents who can anticipate their occurence.
Problems or pitfalls that are not anticipated may call a halt to otherwise
well-conceived change.
Sense of Timing
Knowing when to push and when to ease back, recognizing when the time is
right and when other actions have finally met their goal are all part of
timing, and important to successful change. All the "correct" actions can
be taken, but if not done at the proper time, they will not have the
anticipated results.
Big Picture and Detail Orientation
This is a rare combination when found in a single individual, so itself
can dictate the need for several people to serve an change agents in a
particular change. The big picture orientation is important for the
conceptualizing and innovative thinking required to imagine a new state.
It is equally important to the success of the change effort that the
change agent be able to attend to a myriad of details during the
implementation and institutionalization phases.
Able to Secure Cooperation
Recognizing that change is necessary and developing new ways of doing
things can be futile activities if the change agent is unable to secure
the cooperation of others. Change agents must be skilled in gaining both
information and participation throughout an organizational change. If
they are unable to get the cooperation of those who re expected to change,
then the changes will never be fully implemented.
Good Luck!!!
-- Chris Michel Business Systems Consultant NCR Corporation chris.michel@ncr.com