Organizational change is complex and painful process. Working as consultant in change management project, dealing with middle managers fears and resistance, we find some programmatic way to handle this problem and makes change process less difficulty and less painful.
继续阅读“How to deal with middle managers fears during organizational change?”
Just as Chinese classic work, BOOK of THE CHANGES, illustrated that change is permanent, especially, when enterprise face with turbulent and changing environment which makes them seek to be innovative to survive and intimated reform or change process. In order that change process be successful, high officer for many reason to hire consultant to help and insure reform process. But consulting firm hold different view about the deal and define framework of the process which maximizes their profit.
Change management always initiated by higher leaders in organization hierarchy, whose purpose of change is sometimes jeopardize function leaders interests. Work as change management consultant, we have to deal with both high level leader and function leader. Some tacit can keep us free from trouble and makes both satisfied.
Remember and keep in mind who pay bill is most important.
继续阅读“How to deal with function leader in change management project”
Change management consulting is of most difficult assignment business consultant might be faced. For clients, the reason to hire consultant is obvious and want to get assistant in change management process. For business consultant, they get contract and assignment to help client initiate change process. Due to different perspective and motivation, considerations should be held by business consultant.
Organizations have to be changed in order to fit into outside environment, but feel reluctant to imitate change process for two reasons: first, organizations cannot articulate the purpose and objectivity of change process for internal politics; second, the management tends to avoid confrontation. As change and reorientation process is urgent, and consultant is called in and receives the assignment for pecuniary purpose to initiate change management process.
Working as change management consultant, due to nature cause of change management, is destined to encounter tremendously obstacles.
Change management for corporate level is indeed complex process, and it should encompass all aspect of corporate life, from management judgment, value of common share, to whole management system.
As year 2011 passed and the coming of New Year, mixed with the hope and expectation, look back on the days passed.
Year 2011 is my turning point, full with hardship and tribulation. Working as director of consulting company, from strategy let out to project execution, I have to put all my soul and heart on daily routine to help client and my colleagues.
Change effort is complex process. If it should be really effective, some intangible part such as culture and value of client system should be modified. But there are obvious barriers which jeopardize the whole process. Working as outside contractor, from beginning of the change management program, consultant tends to solve problem that can easily measured. 继续阅读“Why change effort initiate by consultant always fail？”
Building on a sound research base from the behavioral sciences, OD started in the 1960s with great promise. From the early Hawthorne studies and then expanded by the work of Argyris, French, McGregor, Likert, Marrow, Maslow, and others, OD appeared to open up an entirely new way to produce change and to manage organizations. 继续阅读“OD practice in China an overview”
传统的OD介入干预技术更为重视组织中个人的发展，在Lewin提出其行为理论，及组织中个人的行为受到人格及环境的双重影响，按照Lewin的说法：“与其试图改变个体，不如永久改变可能影响个体行为的要素。”最近许多OD实践者发现，在将注意力集中在组织系统的变革时，个体发展应当给予的关注受到了影响，现在是重新思考在系统性组织变革的同时，给予个体更多关注的时候了。个体层面的介入干预主要有以下三种，培训，导师及教练。无论采用什么方法，个体的发展会出现在以下三个领域：工作内容领域，职能领域与适应性领域。工作内容领域是与某项工作直接相关，其能力的高低可以通过观察直接获得，是履行职责所需的技能。职能领域包括一些隐性的能力要素，如倾听、冲突管理、决策等；适应性层面是知觉层面的，个体积极主动的自我认知与提高的能力。 继续阅读“OD组织发展之—人际过程的介入技术（Human Process Intervention）”