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DoYouThinkYoureReadyForChange

Do You Think You’re Ready for Change? Don’t Be So Sure…

Understanding what it means to be organisationally ready to embrace change is critical to the success of any change initiative.

If your organisation is responsive, flexible and proactive when it comes to change – read no further – and let us know how you’ve done it!

If, though, like the majority of organisations you’re following, you’re seeing that, initiative after initiative, system implementation after system implementation, none of it sticks, there may be a reason for this.

It’s critical to understand that creating the right environment is important for change to ‘stick’.

Is Your organisation ready for change?

One of the biggest learning points, from working with our clients over the last couple of years, has been the understanding of what we call ‘organisational readiness’ – an organisation’s readiness, willingness, and ability to initiate and embed change – and the disparity that often exists between the reality that the leader sees, and the reality the rest of the organisation experiences.

In order for change to be accepted, areas of conflict should be debated – and not just by those at the top of the organisation. Everyone needs to be on board.

In short, you can have the best intentions, and the best plans, but if you don’t understand your organisation, you’re setting yourself up to fail.

Manchester Metropolitan University have just published their evaluation of our work with 7 National Health Service (NHS) Trusts that has really highlighted the importance of organisational readiness – and of robustly establishing it before diving straight in.

We learned early on, that even when Trusts felt they had everything in place to help them embrace and embed change (in this instance, it was a shift to WorkPAL – our electronic performance management platform), in practice, it was never quite that simple.

Here are some of the organisational readiness questions we have developed over the years– and which need robust answers:

  1. Do you know what you want to achieve (impact/outcomes) through your performance management? If so, what? Do you have strong leadership to champion it?
  2. Do you know what matters to your staff? If so, what?
  3. Does your organisation have a clear vision? Do staff know what it is? Do they know how they contribute to that?
  4. Does your organisation have desired values and behaviours? Do staff know what they are? Do they mean anything to staff?
  5. Does your organisation have a culture of performance? Do your employees engage in continuous and challenging performance conversations?

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