Managing Change Part 1

Managing Change Part 1

In today’s fast-moving world the concepts of management and “change management” are synonymous terms. Adapting to an ever-changing environment in which we attempt to achieve our mission is the predominant concern of all successful organizations.

In order to manage change effectively managers must be able to manage the six core processes that allow an organization to manage change. This four-part series of articles seeks to introduce the six core processes that allow us to manage change and then to discuss each on in more detail.

Understanding the values that will make each of these processes successful and fulfilling is as important as understanding the processes themselves. The three primary behavioural systems that we observe in management are authoritarian, collaborative and laissez-faire. These form a continuum of values. Where managers will anchor themselves on this continuum of values will determine their success. The articles will demonstrate the effect of each behavioural system on the outcome of each process.

The core processes are:

Communication – We shall explore the effect of values on communications within an organization to demonstrate why the relational values of affirmation, involvement and servant leadership will result in successful change management.

Conflict Resolution – In the real world of imperfect relationships the successful manager will understand the importance of this process. The values that the manager models will determine both the fairness and effectiveness of this vital process.

Decision-making – There are many styles of decision-making. We shall explore them and demonstrate why relationship values make such a difference.

Planning – The organization’s strategic and tactical plans are crucial for success in managing change. They must be clear but flexible. The values that drive the planning process will make or break their success.

Delegating – Authority and responsibility will be delegated generously and with clear limitations and expectations. How that happens depends on the value system that motivates the manager.

Monitoring and Measuring – These twin processes form the expression of accountability in an organization. This “damaged” word is defined in terms of the value system that will make these processes productive and fulfilling.

The Relationship ModelTM is a model of governance, leadership and management based on what we consider to be the design of God’s relationships with people as illustrated in the Old and New Testaments. Structure, processes, and behaviour form the content of the model. The Relationship ModelTM is applicable in any culture, since the basic design of successful and productive relationships is universal.

Les Stahlke, President/CEO
GovernanceMatters.com Inc.