Many organisations fail to sustain real change as they declare victory over their change initiatives too early , mistaking short-term wins and immediate progress for long-term success . Change is a slow process - and to be fully accepted it must be ingrained in the underlying culture , values and objectives of the organisation . need for change and understand the goals of the project .
RAINMAKERS
8-Step Change Model
By Dr . Clifford Ferguson
Research carried has concluded the regularity by which change initiatives in organisations often do not lead to successful or lasting change . In fact , there was only a 30 % chance , in the organisations researched , of the change initiative being successful .
This is why we developed the 8 Steps to Change as a framework for organisations to follow in their journey to implementing change . It fully prepares the business and guides them through the process in such a way that by the end , all employees are fully prepared for and committed to the process .
The 8-Step Model
The 8 Step Change Model is designed to bring lasting change to an organisation , and every single step is equally as important in achieving this . The leaders within the organisation - those who will be charged with designing , initiating and managing change - must understand every stage fully in order to be able to implement it correctly .
Create a Sense of Urgency
The first step is all about taking everyone out of their comfort zones ; followers and leaders alike . Everyone must understand and see the need for change , and be aware of how urgent this change is . This will create immediate support for an inspiring vision for the organisation . For a leader to achieve this , they must be open and clear in their dialogue , listing all the issues with current systems , processes and activities , and why they should be changed at this time . Followers can be involved in the discussion of possible solutions and potential threats to the change programme .
Form a Guiding Coalition
As this change initiative is a project in itself , it requires a project team to be formed . The leader should seek to form a group of volunteers who have fully bought into the
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Many organisations fail to sustain real change as they declare victory over their change initiatives too early , mistaking short-term wins and immediate progress for long-term success . Change is a slow process - and to be fully accepted it must be ingrained in the underlying culture , values and objectives of the organisation . need for change and understand the goals of the project .
This coalition will manage the general running of the initiative and will encourage all other employees to buy in and aid in its implementation . Ideally , this inner coalition will be formed of individuals from across different sectors of the organisation or team , as this diversity can offer unique approaches to problem-solving and decision-making , but also so that individuals from the wider organisation can buy into the team .
Develop an Inspired Vision
The guiding coalition and leadership now should coordinate to create an inspiring vision for change within the organisation . By formulating this clear vision , everyone throughout the organisation can understand fully what the project is aiming to achieve within the outlined time frame . When change is outlined in writing , individuals can truly understand the intent and depth of the initiative , and by aligning it with organisational values and strategies , everyone can understand and buy in to the direction . Employees can be involved in strategizing conversations so as to encourage further support for the project .
Convey the New Vision
The predominant goal of the project is to encourage cooperation and support for the vision . Therefore , the way it is communicated to the wider organisation is paramount .
Leaders should take every opportunity to discuss the changes with any individual
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