Home' Trinidad and Tobago Guardian : September 13th 2015 Contents B9
September 13, 2015 www.guardian.co.tt Sunday Guardian
The general election (AGM) is
over, and the citizens (the share-
holders and customers) have
elected (appointed) a new CEO
and management team to run
T&T, a billion-dollar, multicul-
tural country (organisation) for
a term of five years.
The various ministries (depart-
ments) will be managed by new
ministers (executives). Each min-
ister (executive) and his/her min-
istry (department) will have their
responsibilities and will be held
accountable to the CEO and share-
holders of the organisation. The
first order of business for the new
management team will be to review
the financials to assess the viability
of the organisation. A vision and
mission statement needs to be
After five years of service---2010
to 2015, change management is
now needed to run the organisation
effectively and efficiently to make
profits, thereby keeping the share-
So what exactly is change man-
agement? It is a structured
approach for ensuring that
changes are thoroughly and
smoothly implemented, and that
the lasting benefits of change are
The focus is on the wider
impacts of change, particularly
on people and how they, as indi-
viduals, move from the current
situation to the new one. The
change in question could range
from a simple process change to
major changes in policy or strategy
if the organisation is to achieve
its full potential.
Theories about how organisa-
tions change draw on many dis-
ciplines, from psychology and
behavioural science, through to
engineering and systems thinking.
The underlying principle is that
change does not happen in isola-
tion---it impacts the whole organ-
isation (system) around it, and all
the people touched by it.
In order to manage change success-
fully, it is therefore necessary to attend
to the wider impacts of the changes.
As well as considering the tangible
impacts of change, it's important to
consider the personal impact on those
affected, and their journey towards
working and behaving in new ways to
support the change.
Change management is, therefore, a
very broad field, and approaches to
managing change vary widely, from
organisation to organisation and from
project to project. When someone is
tasked with "managing change" (irre-
spective of whether or not the person
subscribes to a particular change man-
agement approach), the first question
to consider is "what change manage-
ment actually means in the current sit-
Change management focuses on
people, and is about ensuring change
is thoroughly, smoothly and lastingly
implemented. And to know what that
means exactly in the current situation,
the management team must dig down
further to define their specific change
Typically, these will cover:
Ensuring there is active sponsorship
for the change at a senior executive
level within the organisation, and
engaging this sponsorship to achieve
the desired results.
Gaining buy-in for the changes from
those involved and affected, directly or
Involving the right people in the
design and implementation of changes,
to make sure the right changes are
Assessing and addressing how the
changes will affect people.
One cannot stress enough how crit-
ical this is for success. Telling everyone
who's affected about the changes.
Getting people ready to adapt to the
changes, by ensuring they have the
right information, training and help.
Getting people ready to adapt to changes
JANICE LEARMOND CRIQUI CPC, ACC
Ideal Life Associate Certified Coach
Once the management team has considered the change management objec-
tives and scope, they will also need to consider the specific tasks. Again, the
range of possible activities is broad. It's a question of working out what will best
help them meet the change challenge in hand, as they have defined it in their ob-
jectives and scope, and how to work alongside other people and projects' activi-
ties and responsibilities.
The essence of this is to identify the tasks that are necessary if they are going
to give change the greatest chance of success.
Coming from this, the activities involved in managing change can include:
•Ensuring there is clear expression of the reasons for change, and helping the
sponsor communicate this.
•Identifying "change agents" and other people who need to be involved in spe-
cific change activities, such as design, testing, and problem solving, and who can
then act as ambassadors for change.
•Assessing all the stakeholders and defining the nature of sponsorship, in-
volvement and communication that will be required.
•Planning the involvement and project activities of the change sponsor(s).
•Planning how and when the changes will be communicated, and organising
and/or delivering the communications messages.
•Assessing the impact of the changes on people and the organisation's struc-
•Planning activities needed to address the impacts of the change.
•Ensuring that people involved and affected by the change understand the
•Making sure those involved or affected have help and support during times of
uncertainty and upheaval.
•Assessing training needs driven by the change, and planning when and how
this will be implemented.
•Identifying and agreeing the success indicators for change, and ensure they
are regularly measured and reported on.
Remember, these are just some typical change management activities. Others
may be required in T&T's specific situation. It will be necessary to plan carefully,
and to coordinate with other people involved. There are bright, "think-outside-
the-box" professionals who can assist with making the change management ac-
tivities a success. The CEO has to choose wisely.
CHANGE MANAGEMENT ACTIVITIES
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