Wednesday, 6 November 2019

ANCHORING CHANGE




It is important to consider anchoring change through one of three perspectives:

Anchoring the change in the organization’s structure
Anchoring the change in the organization’s recognition and reward system
Anchoring the change in the organization’s culture

Each has strengths and weaknesses

Anchoring the change in the organization’s structure

Changing the structure and reporting can embed change. It immediately highlights where the problems are occurring, where there is resistance, and this allows management to focus their effort precisely on the point where it is needed. However, not all change can be managed through structure. Moreover structural change is complex and costly and often creates anxiety and unhelpful politics.


Anchoring the change in the organization’s recognition and reward system

One of the main reasons why change initiatives do not stick is because the support systems are not aligned with the change. When a change is implemented, the support systems, including incentives, recognition, reward and performance measures, should support, encourage and reward successful change.

Anchoring the change in the organization’s culture

The third method of anchoring the change is to combine hard change with a change in the organization’s culture. This is by far the most difficult type of change to achieve–creating organization culture is a book in itself–but when it does occur, the change can be most profound and widely owned and accepted.

The third method of anchoring the change is to combine hard change with a change in the organization’s culture. This is by far the most difficult type of change to achieve–creating organization culture is a book in itself–but when it does occur, the change can be most profound and widely owned and accepted.

To achieve this, you’ll need to
1. Change all the symbols and stories of the old culture and create new ones. See Cultural Web https://www.leadershipcentre.org.uk/artofchangemaking/theory/cultural-web/
2. Make a bold statement about the new culture and both communicate and demonstrate it.
3. Ensure all management and ,leadership model the new culture
4. Systematically remove any people or impediments to new culture
5. Align with organization’s recognition and reward system
6. Regularly review using evidence from customers, staff, other stakeholders

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