Initiating and Implementing Planned Change - Part 3 of 4

3. Implementing Change

It is one thing to identify the need for change and then to determine the appropriate changes to be made; implementing change however is another story. In some environments change is an up hill battle. In an environment of apathy or complacency successfully initiating and implementing change can be very difficult. Where a significant leader, especially one in a permission giving role, is adverse to change this too can make change a difficult prospect. The most supportive environment for change occurs when an organisation is experiencing numerically growth. Growth equals change and people are generally comfortable when change is required because of growth; change is seen in a positive light. No matter the environment though, change must be implemented carefully.

The successful implementation of change starts with clear and honest communication. Leaders must paint a clear and compelling picture as they vision cast the proposed changes. The ‘why’ of change as well as the actual changes about to take place must be communicated. If the ‘why’ is not communicated, people make up their own reasons for the change. This creates myths that in some cases are absurd reasons for change which undermine the support of change. The mistake is often to communicate the ‘what’ and the ‘why’ to senior leaders, but then communicate less and less of the why as you move down the levels of leadership. The ‘why’ should be communicated at all levels within the organisation. In communicating change leaders should also seek to affirm tradition and highlight existing strengths that are being built upon. In affirming tradition, leaders help those who will be impacted by the change to see that the change is only in order to continue great traditions in a modern era. In building on existing strengths leaders complement their teams and inspire them to new levels of excellence in areas they are already proud of. This inspires people for change as they see themselves moving from good to great.

Leaders should first communicate their message of change privately with team members they feel will be sure to support the change and with team members they feel may be opponents to change. Dialogue can be held with questions and concerns addressed and alleviated. This gives a leader the opportunity to rally supporters before going public with the change and to also help those that may not be so willing to embrace the change. Once supporters have been rallied and opponents assured, a leader should then communicate the change to the whole team or organisation.

Once change has been clearly communicated, teams should be given a period of time before change is implemented. Allowing time between the announcement of change and that change taking place gives people the chance to process the change and come on board with it or to pull back if they cannot work with the change. The more gradual a change the more readily people accept and embrace it. The more hurried a change is introduced the more people feel like they were forced somewhere they perhaps didn’t want to go. In the end though there will always be a date when the change will happen. When that date arrives change will occur and must then be reinforced.

Initiating and Implementing Planned Change - Part 2 of 4

2. Discovering the Necessary Changes

Once the need for change had been identified the nature of the change must be determined. This can be a difficult process at times. In some situations that require change there is no one right answer or change option, but a number of good options of which one must be selected. In other situations there may be one right change option but it may not be an option that initially appeals to people. Many adults cannot conceptualize tomorrow until after they have experienced it and thus the cost of some change seems too much. This can mean a reluctance to endorse or support certain change because it seems too difficult or too overwhelming only to discover that once change has been successfully implemented that they are in total support of the change and all it achieved. This being the case it is wise to have a small group of people make the difficult decisions regarding what changes should take place. This small group of people with the mission, vision and values of the organisation clear in their mind should begin a process of exploring what change options are available and designing a specific course of action for the organisation. In discovering change options this group should; (1) be clear on the objectives they are seeking to achieve through change, (2) talk to experts where appropriate; (3) use networks to research what other similar organizations do in similar areas; (4) decide which of three levels of change is required, a continuation of that which is currently being done only done better, a change to current systems, procedures and programme, or a more drastic departure from the status quo; (5) consider short and long term impacts of proposed change; (6) consider other changes happening in the organisation and the change environment; (7) decide on time frames for change; (8) call in others from time to time to consider proposed change from a fresh perspective; (9) communicate proposed change and change options to the appropriate person, board or committee for final approval. Final approval is important as sometimes change is hindered not because of lack of discontent but because of a lack of consensus for a specific course of action.

Fastest Test Match 100 Ever ???

Well done Tim Southee on a great debut in Test Cricket for New Zealand. Test cricket is the true, pure and greatest form of the game and Southee proved to be an exciting assist to the Black Caps. Southee took 5 wickets in the first innings and in the second innings hit an incredible 77 not out from only 40 balls. All the stats are here.

By my calculations Tim Southee was on target to hit the fastest hundred in test cricket ever; by anyone. The current world record is held by Viv Richards who hit 100 off 56 balls at St John's verses England in 1985-86.

Tim Southee was 77 off 40 balls at a strike rate of 192. At 192 (the rate he was going) he would have needed 12 more balls to get the 23 runs he needed for 100. He would have had 100 off 52 balls. 4 balls better than the world record, at 19 yrs, and in his first ever test. Pretty impressive.

It will be exciting to watch his career as it unfolds in the years to come.

Initiating and Implementing Planned Change - Part 1 of 4

Growth equals change. While it cannot be said that change always equals growth, the key to sustained growth in any organisation is the ability to successfully initiate and implement planned change. Leaders must develop the ability to deal with change and the four stages of change; (1) identifying the need for change, (2) discovering necessary changes, (3) implementing change and (4) reinforcing change. It would be a great mistake to think that the brilliance or logic of proposed change will be enough to win people over. Change is a process that requires leadership and is central to any effective strategy for organisational development.

1. Identifying the Need for Change

Planned change does not happen in an organisation unless there is discontent with the status quo. The status quo may not be meeting existing organizational goals or organizational goals may have altered. Internal and/or external changes to the organizations context can mean the status quo is no longer maintainable or viable, or is obsolete. The status quo may currently be acceptable but other factors soon to impact on the organisation may mean it will become unacceptable, change is thus required. The need for change is often first spotted by senior leadership within the organisation as they look forward at the future of the organisation. Discontent can also come from within the organisation. Staff or volunteers may become discontent with the status quo as they feel it is not working or that there are better ways to do their job. They may feel under-resourced, over taxed or simply bored and become discontent with the status quo. Leaders must be attentive and mindful; taking time to reflect on the suggestions, complaints and discontent that they observe in their teams or departments and be open to change. Change will not always be the answer but often change to some degree is required. When change is required but not offered this can result in forced change through reformation or revolutions. Where change is not forced upon an organisation but rather planned and initiated, change happens through innovation. As leaders take the time to reflect on the state of their organisation in regards to its mission, vision and values and bring change through innovation, change becomes proactive rather than reactive. Proactive and initiated change is better than provoked change that comes from shortsightedness or an unwillingness to reflect as a leader.

Another from Larknews.com

Here is another article I thought you would enjoy. This one makes fun of some of the problems and issues churches have with mission statements.


SOMEWHERE, Made-up. — First Covenant Church unveiled a new mission statement last week, hoping to launch the church into an era of greater unity and spiritual effectiveness.
But response to the two-page statement has been decidedly mixed among church members who despair of memorizing it as the church has requested.
"It’s a verbal tangle of quasi-eloquent nothingness," grumbles one man. "I can’t even say it right when it’s projected on the screen. I end up with a mouthful of blah."
The new statement reads:
"First Covenant Church exists for the passion and purpose of inspiring, discipling, equipping and sending out Christ followers with the destiny of transforming the world to the glory of God the Father, Son and Holy Spirit, and fostering a graceful yet convicting church environment in which people of all faith experiences and backgrounds are molded into the image and reflection of Christ, together creating a God-honoring community of authentic worshipers deliberately focused on reaching their community, the nation, the next generation of believers and the world through missions works, innovative programs and prayer."
And that’s just the first sentence.
The church has gone into a full-court press to get members to memorize the statement. The full text is posted on every door in the church, in bathroom stalls, in the bulletin and on all church correspondence and emails. The church is running a half-page ad featuring the statement in the local newspaper for two weeks. They were unable to fit it into their usual quarter-page space.
Services now begin with everyone holding up their Bibles and reading the statement off the screens together with the pastor. All church-sanctioned events, from small groups to softball games, must now begin with participants reciting it together.
"It takes longer to get through than the national anthem," says one softball team captain. "The other teams laugh at us."
Pastor Jack Lewine says he felt obligated to promote the statement mainly because his associate pastor Glen Pamplin had labored over it for six months before presenting it to the church. But even Lewine admits he had to delay the unveiling for two weeks so he could "get my own head around it." He can now recite it in less than 90 seconds, of which he is proud.
Pamplin is reportedly irritated by people’s "reluctance to get on board with what God is doing at First Covenant." He says the statement’s length simply reflects that God has a lot in store for the church in the future. Bristling at the criticism, Pamplin recently floated the idea of throwing a contest with a cash prize to see if anyone in the congregation can come up with a better statement "that still fully encompasses, embodies and encourages our fundamental mission as an outpost of grace, joy and love for Christ in the city to which he has called us at this time in history," he says.
Suggestions are already rolling in.
"How about, ‘Jesus rules,’" says one seventh grader. "They should pay me by how many words I didn’t use."