Sqn Ldr Rhys Cowsill – RAF Leadership Centre
MANAGEMENT OF CHANGE
Introduction
1. Why Study This Subject? Things have always changed. In modern times, the pace has increased. Arguably, during peacetime, it is the aspect of our work that requires most leadership because if things remain the same they require only stewardship or management. Change requires leadership. Sometimes Transactional Leadership is adequate. In more difficult circumstances, such as when timescales are imposed from elsewhere and resources must be found from within, Transformational Leadership becomes essential. If change is needed then it must be implemented successfully and to do that a leader must be able to identify:
a. The main external change drivers.
b. The main reasons for resistance to change.
c. The key factors in a successful change process.
d. The Strategies and Tactics available to the change leader.
2. At the end of this session you will be given a typical small-scale change scenario and will be able to discuss how change might be implemented.
WHAT EXTERNAL FACTORS CAUSE CHANGE?
3. Sometimes change occurs because the unit or organisation chooses to do things differently. This internally generated, ‘proactive’ change is usually relatively painless. More often, change is forced upon us by external factors and we become reactive. This type of change is difficult to deal with because it is not of our making. Here are the major external factors that cause change: the Change Drivers. Each category is given one example.
Change Drivers
/ ReactionPolitical
Fall of the Berlin Wall. / Strategic Defence Review and development of deployable forces.Economic
Defence budget cuts. / Amalgamation of Army regiments.Sociological
Unacceptability of ‘body bags.’ / Increase in use of air power.Technological
Use of desktop computers. / Redundancy of typing pool staff.Legal
Health and Safety at Work legislation. / Some practices abandoned/Increase in legal casework.Environmental
Influential pressure groups, in this case led by ‘Sting,’ a Wiltshire resident. / Plans to locate Future Strategic Tanker fleet at Boscombe Down abandoned.These 6 elements are often abbreviated to PESTLE or STEPLE.
RESISTANCE TO CHANGE
4. Apart from the obvious difficulties of implementing change such as the availability of resources and money, the major reasons for resistance to change are almost always human factors. In general terms people don’t like change because of one or more of the following reasons:
a. It might cause them to do more work.
b. They might have to learn new skills.
c. They might lose the advantage they have gained in the workplace (this might be skill related or, alternatively, kudos or prestige might be involved).
d. Their job may not be secure.
e. They may disagree with a new ethos adopted during the change.
f. The might be given more or less responsibility.
g. They might have to move home.
h. Their earning potential might be damaged.
i. Other factors of parochial self-interest.
KEY FACTORS IN THE SUCCESSFUL CHANGE PROCESS
Vision
5. Before implementing change, 3 key questions must be answered:
a. “Where are we now?”
b. “Where do we want to go?”
c. “How are we going to get there?”
It is vital that the leader has a clear picture of what is to be achieved. The vision might be just his or her idea but, equally, it might be formed as a result of consultation on a wide scale. It is always worth considering the views of all the ‘stakeholders.’ Not all of these will have equal interest or equal influence but consultation will lead to a feeling of inclusion and ‘ownership’ of the vision. This is a very powerful tool in the implementation of change.
Communication
6. Once the vision is clear, it must be communicated to everyone who will be affected. Without this, rumours will abound and fear and mistrust will prevail. In such circumstances, co-operation is unlikely to be forthcoming and the change process will falter.
7. It is estimated that we under communicate by a factor of 10! People need to be told in many different ways and they need to be told repeatedly. Furthermore they should be informed at every stage of the process. Care should be taken in the selection of the media used. The most effective means is often a one-to-one briefing but this can be very costly. An intranet message is cheap and will reach everyone but is very impersonal and easily ignored. The use of many different media simultaneously is often most effective.
8. The single factor that has the most success in persuading people of the value of change is clear commitment by the boss. In other words, the leader must set the example.
Planning
9. “Time spent in reconnaissance is seldom wasted.” Field Marshal Bernard Montgomery. The same can be said of planning. As a rule of thumb, plan, plan, plan.
10. Resourcing. Resources will be needed to implement change effectively and these include:
a. Time. Sufficient time should be allocated to prevent undue rushing and to give people time to adjust. However, if too much time is allocated, the programme will drift on and there will be a lack of urgency. This may cause the change not to be adopted at all.
b. People. It is often a good idea to have a small team in charge of the change programme. They will need to be released from their other duties to devote time to the new task. How this is accomplished is a difficult problem to overcome.
c. Training. The change management team may also require some training in, for example, project management or communications’ skills.
d. Money. There is almost certainly going to be a requirement to fund various activities involved in the change. These might include removals’ costs or changes to headed notepaper. There may also be hidden costs such as loss of production caused by time taken for briefings or a dip in performance until the new procedures become properly embedded.
11. Communications Plan. Good communications are vital: too important to leave to chance. Therefore, a Communications Plan should be made. Make someone responsible and give them the resources accordingly. Ensure that all the stakeholders are fully informed of what is going on: then tell them again!
THE STRATEGIES
12. Basic Options. There are 4 basic types of change strategy available to the change leader. These are:
a. Incremental. This involves changing little by little. Gradual improvements over a period of time are often best suited to a situation where things are going well and no major external threats are perceived. Total Quality Management (TQA) is a system designed to facilitate this type of change. The major advantages are that it is inexpensive and it causes little disruption. However, it is not appropriate for crisis situations.
b. Pilot Scheme. This process is best suited to situations where time is available and some resources can be spared. The advantages include identifying teething problems on a small scale and a visibility of the scheme for the rest of the workforce. It can be expensive but it keeps the risk element to manageable proportions.
c. Parallel Running. Similar to a pilot scheme except that every element of the workplace that is to change sets up its own shadow organisation to implement the new processes. This allows a gradual change for everyone from one set of SOPs to another. It can facilitate smooth change with a minimum loss of production but it is expensive and can be divisive. Those personnel given the opportunity to ‘go first’ might be seen as being given an unfair advantage.
d. Big Bang. Not usually a comfortable experience for anyone but it is often the only option to combat a crisis. The Big Bang change involves stopping one process and beginning another, overnight. It can best be managed by devoting a great deal of time to detailed planning and a massive communications effort. The advantages are that there are few opportunities for sabotage by those who are disenchanted and the change is very apparent for all to see. Moreover, it can ‘stop the rot’ immediately. However, it often causes a large dip in productivity and many staff will be so uncomfortable with it that they might leave.
THE TACTICS
13. As we have discussed, people generally do not like change but they can be persuaded to adopt it more readily if certain tactics are employed. The following are a few ideas that might be used. It is recognised that circumstances might render some or all of these inappropriate.
14. Time-frames. The prospect of endless change is demoralising and ‘change fatigue’ is something that will hinder successful change-implementation. Therefore, it is necessary to state clearly how long the change process will last and then to allow a period of consolidation where no further change takes place. This is sometimes known as:
Unfreeze – Change – Re-freeze
15. Rewards. Although the military system does not facilitate financial rewards for specific tasks there are other forms of reward that can be used to motivate those involved in change management. Annual appraisal reports are one obvious avenue, however, we in the military are good at using awards and medals to signify achievement. These are too often dismissed but, in fact, can be very effective depending on the person in receipt.
[Study of Maslow’s ‘Hierarchy of Needs’ should help with the choice of appropriate rewards.]
Physiological / Safety / Growth / Self-esteem / Self-actualisationHunger
Thirst
Sleep / Security
Protection From Danger / Belonging
Social activities
Love / Self-respect
Status
Recognition / Growth
Personal development
Accomplishment
16. Ceremonies, Rituals and Symbols. These can be very powerful tools both for motivating staff and for marking an end to one way of working and the start of a new way. New badges, new uniforms, new paint schemes and new titles are examples of this. Consider the RLC parade, which signified the formation of this new Corps.
17. The Employment of Cynics. Change can be seen to be worthwhile if appropriate champions are employed to preach the word. It is sometimes possible for a committed cynic to undergo a ‘Road to Damascus’ conversion if enough training and persuasion is invested in him. Such a change in attitude, when seen by the workforce at large, can have a very beneficial effect on the implementation of change
18. Freeing of Resources. The availability of resources is always a difficult aspect of change management. The eventual savings resulting from the change can usually be given as justification for initial expenditure. However, factors such as creating time and space (sometimes physical space) for the change management team to operate often causes other people to have an increased workload. There will be occasions when this is unavoidable and, once again, leadership skills will be required to motivate the workforce. However, there are other avenues worthy of exploration. Carefully examination of the current working practices to see if any are non-essential is often fruitful in terms of making time available.