Do you want to help your


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S T R AT E G Y T O I M P L E M E N TAT I O N
                                                                      “unless...
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Inspiringchange.Ing.Final

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Inspiringchange.Ing.Final

  1. 1. Do you want to help your 5!M colleagues cope with change or excite them? Do you want your subordinates to act as hired hands or committed volunteers? Inspiring change is about shifting INSPIRING the change experience from bad to good, and from good to great. It is CHANGE about efficient management and effective leadership. But it is more “You cannot solve a problem with than this. It is about finding your the same thinking that caused the voice and helping others to find problem.’ theirs. Albert Einstein Inspiring change is not a ‘soft’ option. It is not a recipe for avoiding discipline and confrontation. It acknowledges and uses these dimensions of change. But it does so for a purpose worth pursuing. With such a purpose, it INSPIRING CHANGE Richard J Badham is possible to create and increase Macquarie Graduate School of Management T: 0417 207554 E-mail richard.badham@mgsm.edu.au the energy necessary for positive and sustainable change. In
  2. 2. S T R AT E G Y T O I M P L E M E N TAT I O N “unless and until we are wi#ing to come to terms with organizational power and influence, and admit that the ski#s of getting things done are as important as the ski#s of figuring out what out do, our organizations wi# fa# further and further behind.” J.Pfeffer, Managing with Power, p.12 C O N T R O L Managing Change is the best and worst of phrases. It performs a valuable task. It focuses Change, Transition and Development attention onto practically and effectively influencing people and events. Yet it also misleads. It implies that this involves controlling change. It suggests an objective process of applying techniques Change has to be managed. Managing change is a and planning programs that deliver certain results. Yet the effective exercise of influence is master technique. It plans and budgets, organizes and personal and uncertain, confusing and confronting. It requires the understanding and control of staffs, monitors and controls, and delivers a commercial oneself as well as others. Managing change is not an objective technique of control but the art of influencing oneself and other people to achieve a purpose. change: quality outcomes to stakeholders on time and within budget. It pursues an engineering logic. P E O P L E Transitions have to be led. Leading change captures Managing Change attempts to remedy an imbalance in modern organisations. This is excessive attention and value being attached to rationality, systems and structure, and relative neglect of the hearts and minds - forges a community with a collective emotions, mindsets and motivations of people. In Managing Change, this means being concerned purpose. It establishes direction, aligns people with the practicalities of implementation as well as the rigorous formulation of strategy. It also around this direction, motivates and supports those means considering the people component of organisational innovation. Such initiatives involve who have to do the work, and brings about a real and changing people’s actions and behavior as well as systems and structures. Detailed attention to sustainable cultural transition. It follows a medical such issues is not enough, however. There is a need to combat the institutional bias against considering such issues in the first place. This occurs in both strategy and innovation. Managing doctor-patient logic, diagnosing ills in the corporate change is a core capability not a people ‘add on’. organism, prescribing cures and healing sickness and pathology. P U R P O S E Managing change is about achieving purposes but this cannot be separated from the nature of Development has to be inspired. Inspiring change CHANGE! these purposes and how they are created. Structural changes are intertwined with cultural encourages the finding and expressing of voice. It transitions, and these are inseparable from reflections on meaning and purpose. Ultimately, questions and challenges the value of force of habit managing change is about how we meaningfully grapple with the ongoing changing character of and authority. This includes goals and purposes that ourselves, others and the institutions within which we live. The 5M Action Framework is guide change and transition. It encourages individual designed to provide a broad, practical and action oriented framework to guide such reflections. It provides advice, methods, and guidelines about handling change in organisations. Yet it also and group authenticity. It is critical, reflective and encourages and supports critical reflection on how we handle change in ourselves as well as positive. It combines the logic of the radical, the others, and how as individuals and groups we create meaning and purpose in changing. jester and the lama.

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