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Amwelladmin (talk | contribs) (Created page with "{{a|devil|}}{{d|Change management|/ʧeɪnʤ ˈmænɪʤmənt /|n|}} The business of tinkering with the workings of an organisation that generally would be better left to organ...") Tags: Mobile edit Mobile web edit |
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{{a| | {{a|hr|}}{{d|Change management|/ʧeɪnʤ ˈmænɪʤmənt /|n|}} | ||
The business of tinkering with the workings of an organisation that generally would be better left to organise itself. | The business of tinkering with the workings of an organisation that generally would be better left to organise itself. | ||
[[Thought leader]]s like to agonise on [[LinkedIn]] about good ways to communicate and consult on [[change]]. It goes without saying one must announce, consult, conduct Q&A, reassure, give reasoning and generally support ones chicklings throughout the [[change journey]]. | [[Thought leader]]s like to agonise on [[LinkedIn]] about good ways to communicate and [[consultation|consult]] on [[change]]. It goes without saying one must announce, consult, conduct Q&A, reassure, give reasoning and generally support ones chicklings throughout the [[change journey]]. | ||
Now you either subscribe to a monarchic model where you are a golden source of inspiration surrounded by the silver and bronze officeholders of executive management, beyond whose gilded perimeters lies a sea of functionary dullitude — in which case what on earth are you asking ''them'' for — or you see your organisation as a network of autonomous experts, continually reacting to the market as they perceive it, and which your job is merely to coordinate — in which case what are you doing trying to change things at all? | Now you either subscribe to a monarchic model where you are a golden source of inspiration surrounded by the silver and bronze officeholders of executive management, beyond whose gilded perimeters lies a sea of functionary dullitude — in which case what on earth are you asking ''them'' for — or you see your organisation as a network of autonomous experts, continually reacting to the market as they perceive it, and which your job is merely to coordinate — in which case what are you doing trying to change things at all? | ||
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And there is a wider point, too: change should be a gradual affair, allowing the organisation by degrees to to shapeshift into a more suitable direction. By keeping the plan quiet and and making the changes gradually and over an extended period it is more likely that they will work. A preannounced, sudden, 20-degree change in direction, even if, and and indeed especially if, foreshadowed by 6-months of consultation, almost certainly won’t. | And there is a wider point, too: change should be a gradual affair, allowing the organisation by degrees to to shapeshift into a more suitable direction. By keeping the plan quiet and and making the changes gradually and over an extended period it is more likely that they will work. A preannounced, sudden, 20-degree change in direction, even if, and and indeed especially if, foreshadowed by 6-months of consultation, almost certainly won’t. | ||
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*[[Consultation]] | |||
*[[Thought leader]] | |||
*[[Change journey]] | |||
*[[Iteration]] | |||