Managing Organizational Change

Linda C. Mattingly

• Publisher: Business Expert Press
• Year: 2018
• Print ISBN: 9781947843073
• eBook ISBN: 9781947843080
• Topic: Business
• Subtopic: Organisational Behaviour
• Index: Business

Today's business leaders are required to navigate a difficult path between building and maintaining a stable, effective and successful organization, and rolling out a seemingly endless series of complex change initiatives to ensure ongoing relevance in the marketplace. Complex change is costly, difficult, and has a high degree of risk. By definition, complex change requires individuals within the organization to make significant changes in how they fulfill the duties associated with their role. Things like moving to a new technology platform, going through a merger, organizational restructuring, and adding or eliminating a product or service all involve complex change. In 1990, Peter Senge's book The Fifth Discipline was published, and the concept of organizational change management was introduced into the business world. Since then, analysis of data from thousands of change implementations point to the same conclusion – approximately 70% of change projects fail to achieve their defined goals. This data also shows that the 30% of projects that do meet expected ROI all found a way to effectively address the people side of change. This book introduces the concept of integrated organizational change methodology (iOCM™), which provides a framework for integrating best practice organizational change management principles into all facets of a change plan, resulting in significantly improved project outcomes and maximum return on investment.

CHAPTER 8

Additional Tools to Support iOCM^TM

In addition to those tools and templates that are commonly used in projects, there are additional tools that are needed to support an iOCMTM project implementation.

Task Cycle Process

Time is a precious commodity on all change initiatives, and there is often an intense pressure for project leaders to push back on any activities that are not considered project critical. In this atmosphere, it may seem counterproductive to formally allocate time for planning the most effective way to complete each task (particularly when the answers are often considered obvious).

However, when an organization makes the decision to include effective task planning as part of the overall project management process, projects see a reduction in overall project delays; develop more effective stakeholder communications; build stronger organizational engagement; and deliver significantly higher returns on investment.

This task planning process is based on the science of systems thinking (introduced in the section 360° Thinking in Chapter 6 ), which is the practice of taking the time to fully identify how things (and actions upon those things) will influence each part of the whole system.

When used in the context of project tasks, this planning process requires individuals to invest the time necessary to identify how small, seemingly unrelated tasks or events may result in significant impacts on other tasks within the project itself or parts of the organization as a whole. This ensures that each task is carried out in the most effective manner.

The task cycle process walks the user through every aspect of defining the task, plann...

Table of contents

• Cover
• Halftitle
• Title
• Copyright
• Abstract
• Contents
• 01_Chapter 01
• 02_Chapter 02
• 03_Chapter 03
• 04_Chapter 04
• 05_Chapter 05
• 06_Chapter 06
• 07_Chapter 07
• 08_Chapter 08
• 09_Chapter 09
• 10_Bios
• 11_Index
• 12_Adpage