Change agents are individuals within organizations who influence change without having direct authority over people who are going through the change. The following are ten things that effective change agents use to influence change in their organizations. 1. Change Knowledge Change agents are the people in their organizations who understand how change works - or at least how it is supposed to work. Your own change knowledge helps you know what to expect and understand what is really happening. When the initiative is stuck in a rut, your knowledge helps you generate ideas for what to do next. 2. Clarity A lot is said about the importance of a clear vision. In addition to making sure leadership has a vision and that it is clear, change agents also assess current reality and identify the barriers that stand in the way of achieving the vision.
So something's been bugging you. You know that you need to make a change and you're pretty sure there will be big consequences. So how do you go about it? Here are five things to consider that will make a tough change just a bit easier. 1. What's the cost of status quo? Not making a change that you know you need to make is costing you. Sit down and make a list of the payoffs you're receiving physically, mentally, and emotionally for keeping things as they are. Then list the prices you're paying for maintaining the status quo. If the price is greater than the payoff, you'll have more conviction about taking the first step. 2. Don't worry so much about how.
Businesses usually fail for one of three reasons: - Poor Leadership - Poor Processes - Poor Service But behind each of these reasons lies the same root cause - people. People typically resist change, especially if they have been working within a comfort zone - a zone that they have been in for some time. If your employees do not accept the need for change and are unwilling to change any transformation project that you undertake is likely to fail. In fact I'd almost guarantee that it will fail. Unfortunately - most do fail, simply because the people are left out of the equation. To bring people out of their comfort zones you must lower their inbuilt defense mechanisms by introducing gradual changes, using non threatening situations and most importantly bringing them with you.
After studying the reasons why change efforts fail, John Kotter wrote a seminal article in the Harvard Business Review, March-April 1995 entitled "Leading Change: Why Transformation Efforts Fail." In this article and subsequent book, he highlights 8 key reasons for this failure. Establish a sense of urgency Form a powerful guiding coalition Create a Vision Communicate that Vision Empower others to act on the Vision Plan for and create short-term wins Consolidate improvements and keep the momentum for change moving Institutionalize the new approaches This is the first of articles were we will discuss each or these points as it relates to Lean Six Sigma transformation.
This tool can help you decide what to do after key actions, criteria or C ritical T o Q uality (CTQ) characteristics have been identified, but their relative importance (priority) is not known with certainty. Prioritization matrices are especially useful if problem-solving resources, such as people, time or money, are limited, or if the identified problem-solving actions or CTQs are strongly interrelated. To create a matrix, you must judge the relative ability of each possible action to effectively deliver the results you want compared to every other identified action. The product of your work is a weighted ranking of all the possible actions you are considering.
Most companies holding a certification to ISO9001 have done so for many years and although the standard call for 'Continual Improvement' this is often product or service based and often reflects the normal organic growth. While there is nothing intrinsically wrong with this approach, Directors are not always taking advantage of the latest techniques and processes. Many companies certified over five or six years may have a fairly large quality manual and processes to match; some of these will have been expanded as a result of auditors' comments and some by customers complaints or observations, but not all will add any value to the company's operation. What is a good idea is to have someone have a look with fresh eyes at what you are doing;
In the interview called Death of Command and Control the former COO of Blue Cross-Blue Shield, Rod Collins explained why the old system of hierarchical management and controls just doesn't work in today's age... it's too slow. Getting to market is a whole lot faster when the entire team is clear about what needs to be done to achieve the goal and the systems are in place to support collaborative leadership. The prevailing notion once was that consultation takes too long. This is probably the one reason why there is such an attachment to managerial control. Old habits die hard. It is not the manager's fault. Once upon a time the orders came from on high. Middle managers made sense out of the edict and then everyone kicked into high gear to make it all happen.
How to Revitalize your Business Even in a Sluggish Economy: Have you lost that "lovin" feeling for your work and maybe even your personal life too? Your passion, your ambition, your zest for your business has taken a nose dive? You look at your desk and it's piled high with stacks of files, your emails are multiplying like bunnies in springtime and you're just plain tired, even though you've been fueling up with Starbucks Venti Lattes to get you in gear. When you turn on the radio, or watch the news or skim the news in paper or on your computer, you are bombarded with reports of the downturn in the economy. Whew! Put all this together and no wonder your energy has left the building!
"10p tax rate cut disaster: Government forced into u-turn over 10p tax rate debacle." It's interesting that regardless of politics, most commentators seem to agree that the way the government handled the 10p tax rate difficulty gave them more of a headache than anything to celebrate. Interview after interview and article after article focused on the shortfalls in taking care of the several million people who would be adversely affected by the abolition of the 10p tax rate. It also meant that Alistair Darling and Gordon Brown made various statements over the weeks. First they said they would do nothing, then they said they may do something, followed by if they did anything it would be later in the year, concluding with the 2.
"Recession Is Not A Concept We Subscribe To" I was there bright and early, very early - 7:30am. So as I usually enjoy doing, I started talking to people to learn more about them, their passions, and what they do for a living. I started a conversation with Andrew O'Brien, a sales professional for the Bob Proctor group. I asked, "do you think the current economy will have an effect on your business?'. My question was greeted pleasantly, and almost with amusement. Andrew essentially replied, 'we don't use the word or believe in 'Recession'. 'Regardless of whatever is going on in the economy, there are always people and businesses that can make a lot of money regardless.