Friday, 6 July 2012

Realising Change

In a previous post Managing Change I wrote about two ways that change can be affected – forced change (F-Change) and nurtured change (N-Change).  The role of management for each of these is vastly different.  For anyone seeking to instigate change the polar opposite approaches might be:

F-change

N-change

Demand
insist on perfection
Listen
to staff opinion and objections and follow up
Lead
from the front, because no-one else has the required vision
Deliver
resources, feedback and follow-up in time
Direct
decide who is capable and who does what by when
Arrive
to key meetings and show willing to engage with staff
Assert
assert your authority to make change
See
for yourself
Dictate
the way things are done
Encourage
learning, ideas, creativity and improvement from and by all
Divide
apportion tasks on a need to know basis
Empower
decision making by assigning responsibility with accountability
Conquer
all fears and misgivings that staff may have
Acknowledge
be humble and avoid arrogance
Delegate
assign accountability to key staff
Create
opportunities and chances for staff to shine
Impose
your will on all to achieve the desired outcome
Connect
ideas and suggestions across teams, departments and groups

As in anything, there is more than one way to skin a cat, but in my experience leaning towards one of these extremes rather than the other leads to innovation, staff satisfaction and lasting change. 

“All great changes are preceded by chaos.” - Deepak Chopra

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