Organizations must welcome and embrace change to sustain a competitive advantage in today’s vast global marketplace. Very rarely will you find a small or large operation that maintains a positive revenue stream without some level of flexibility and adaption for change. In fact, most businesses thrive on revolution. It’s a part of the culture, brand definition, and consumer expectation – which is why the Organizational Change Model (OCM) is so important for any enterprise interested in maintaining competitive advantage.
The four basic steps in the OCM are:
This approach has proven helpful in taking all demands and requirements of the different phases of a dialogue process into account and preparing them adequately. The guiding principles of organizational change are based on the practices of voice, listen, respect, and suspend. By using structured dialogue to create a space for collective intelligence, this model facilitates a process design that can be owned by all stakeholders.
The Organizational Change Model is slightly different from the traditional, diagnostic change model. The diagnostic model holds that the adjustment process involves identifying a problem and then implementing a solution with a decision at the management level. Staff members are expected to take the guidance of management and act on it.
On the other hand, the organizational model focuses on the organization of human capital. Instead of assuming that the need for growth is enough of a reason to bring it about, the organizational model focuses on changing the narrative in an organization to enact a change. Ultimately, the approach works with employees to affect a natural, logical response to the updates at hand. The best approach may be to combine these two initiatives, allowing the diagnostic model to streamline the problem/solution issue while the organizational model addresses employee adoption.
Companies appreciate the organizational model for its ability to balance the different aspects of organizational change. It takes the necessity of dialogue and mindset and combines it with a process focused on achieving a measurable result. The end product is a distinctive and proven way to enact change in organizations of any size, and it’s a model that Balaji Consulting Group uses regularly in our consultancy practice.
Once your organization has a goal (perhaps by using the diagnostic change model), it’s time to consider the human change that will need to take place for a successful overall transformation. It’s important to select the individuals you’ll rely on during the course of the change process. The team of change drivers may include upper level management or project managers, depending on your organization’s structure.
Before jumping into the model, the key influencers need to understand the scope and details of the project so they can adequately represent the elements of change during the course of the overhaul. Once the top-down decisions have been preliminary discussed, it’s time to start the Organizational Change Model with the first step.
For clarity’s sake, the person driving the change in this model will be referred to as the key influencer. His or her job is to put the steps of the model into motion. Stakeholders are the individuals who need to change their mindsets. They may be executives or owners, but they could also be the individuals who will be most affected by a change. These are the professionals who may present obstacles to the change.
Here is our breakdown of the model, as it might work in your company’s situation: