Replying to LO28661 --
>Almost every training seminar I have attended in the Australian public
>service, has been typified by the 'therapeutic lie'. ...the branch
>manager made sure he was elsewhere. He had no interest ...Workers in all
>industries are generally aware when they are being lied to...When a
>consultant is employed ... must try to overcome ...years of lies,
>hypocrisy ...Any training course directed at workplace change is received
>by workers with the understanding that the CEO (or rather his management
>people) may not be genuine in their declared support for any new system.
OUCH
Alan....Sounds like you have a rather strong opinion about this. I have
worked both sides of the fence. As a consultant, which I have now been
doing for 15 years and prior to that 15 years in industry receiving
consulting advice.
My experience is "it depends"! Most major change programs are not worth
the time and dollars that get spent on them. Typically they are not very
focused, try to do too much and accountabilities are fuzzy at best. I
have also been involved with many projects over the years that are
focused, you can see people (employees) grow before your eyes (those
assignments while rare are wonderful), and you accomplish real results.
We have a set of criteria we use for our snif test (reality check). They
include:
#1, #1, #1 Is a person with "clout" (Chicago word) supporting this
initiative? They have to own 70% of it, and must be (authorized to) able
to approve a team's recommendations. If they can't they are a sales
person....walk from this project.
#2. Is the scope of what you're being asked to work crystal clear? Clear
start and stop points. For example: The Order to Delivery Process could
start with receiving an order, sending marketing information to customers,
electronic orders, etc. Many possibilities. Rule #1 applies. Whatever
scope ya got......does the sponsor have appropriate clout.
#3. The Sponsor must set stretch performance improvement goals.
Something significantly better, to cause people to stretch their thinking.
This is also the sponsor's declaration of what she/he would like to have
happen.
#4. Are the right people on the team? Teams need a balance of
perspectives. Key stakeholders in the process need a representative to
participate. All key views do not have to be on a team, but they need
access to share their stories and views.
#5. Time!!!!!!! Are people given real time to work on this, or is it
simply in addition to everything else they have been asked to do. If the
latter is true, then the organization has no real commitment to change.
On major initiatives that are important (that is the sort of stuff I
choose to consult on), people need to have at least 20% of their time (one
day per week) to devote to it, and they need relief from some of their
previous commitments. No real time....no real work....no real
change....just pretend stuff.
#6 Deadlines for getting it done and don't lock in on just one solution.
Really just basic good project management stuff.
My experience has been if these six points are in place, real change can
happen. No guarantees of course, except that if they are not in place
real change does not happen.
Mike's two cents.
Best wishes to all,
Michael Bremer
The Cumberland Group
630-789-8262
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