A change agent is simply someone who promotes and enables change to happen within any group or organization. However, research points to change agents as the most effective means for enabling a successful change effort.
5.Knowledge of the organizational structure and business processes.
4.Strong, informal network of peers with working relationships among multiple operating groups.
3.The skill of embracing ambiguity.
2.Strong communication skills in short.
1.The ability to influence others.
Some business problems—employees working at half their potential, endlessly escalating health care costs, conflicts between departments—never seem to get fixed, no matter how hard people try. But if you look closely, you’ll find that the tyranny of averages always conceals sparkling exceptions to the rule. Somehow, a few isolated groups and individuals, operating with the same constraints and resources as everyone else, prevail against the odds.
Bridging the gap between what is happening and what is possible is what change management is all about. The traditional process for creating organizational change involves digging deep to uncover the root causes of problems, hiring experts or importing best-of-breed practices, and assigning a strong role to leaders as champions of change. We believe there is a better method, one that looks for indigenous sources of change. There are people in your company or group who are already doing things in a radically better way.
Because of The process we advocate seeks to bring the isolated success strategies of these “positive deviants” into the mainstream. Ordinary change management methods don’t do a very good job at that: Managers either overlook the isolated successes under their noses or, having spotted them, repackage the discoveries as templates and disseminate them from the top. This seldom generates the enthusiasm necessary to create change. (For a look at the pitfalls of best practices, see the sidebar “Best Practices Are Hard to Copy.”)
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