Monitoring and control of the change process
Leaders have at their disposal a variety of methods of intervention, with which they are able to facilitate the development and changes in individuals, groups and organizations. It is knowledge and practical experience in choosing the appropriate methodology and its use in a life situation that is a powerful weapon in the hands of managers and managers in the process of making changes.
What are the goals of using methods for monitoring and controlling the process of change?
There are many different techniques for monitoring and controlling the change process. Among them are the most popular and often used.All methods can be used for different purposes and at different stages of the transformation process: to demonstrate the need for change, develop a program of action, reduce resistance, help people solve new problems in new conditions, develop a sense of duty, accelerate implementation, stimulate initiative and creative approach to achieving priority goals, etc. Part of the knowledge of these techniques can be obtained by studying research data and scientific publications, but most often they are developed in practice. Monitoring and control is an important part of the change management process. Constant monitoring is necessary for any member of the organization. Management should not only directly manage and implement the changes, but also help the organization overcome the difficulties that may arise in the process of change.
What are the basis for helping change change?
Many of the methods for helping change are based on behaviorism, and particular attention is paid to changes in attitudes, values, and relationships. However, over the past 15 years there has been a shift in the technology of planned changes. The emphasis has shifted from creating groups, intergroup relations, etc. to the processes of action planning for the entire organization and the environment, the development of organizational diagnosis methods and the use of comprehensive programs to improve the organization’s work. All this time, there was a growing understanding that the one-sided approach that some scientists, behaviorists in the past, had taken should give way to a broad view of the organization, covering all organizational factors and subsystems, as well as their interaction with the environment.
How to choose the right methods to monitor and control the process of change?
In any sources of information, ways to help make changes are described independently of each other. However, only very rarely does one particular method or approach allow for successful restructuring in an organization. In many cases, managers and managers have to use several methods of intervention. Experienced managers flexibly use intervention methods to support change and apply several methods at the same time, if appropriate. As a rule, the choice is more effective if the final decision is made not at the initial stage, but later.
A possible mistake is to choose the wrong method at the very beginning of the change process, quickly cause a lot of disappointments, but continue to adhere stubbornly, although it does not lead anywhere. When choosing an approach to solving a problem and implementing organizational changes, the difference between “closed” and “open” problems that an organization experiences is usually emphasized. Depending on this classification, the leader and managers choose a set of the most suitable, in their opinion, methods.
How to distinguish a “closed” problem from an “open”?
A “closed” problem has the only solution that can be found using logical problem analysis and methods for solving problems such as cost-benefit analysis and break-even calculation. This problem is not affected by who works in this organizational unit, and everything that is needed to solve it is under the direct control of the person who deals with it. For example, a manager or consultant can determine with considerable accuracy whether to replace a machine with another, more productive, but more complex and expensive one. After the solution is found and implemented, the problem usually closes.
An “open” problem has several possible solutions; there is no clear answer to the questions that arise. For example, complaints about the quality of the product may appear, although everything seems to be in order with the technical side. The reasons are unclear, and the problem is affected both by employees of the unit that has quality problems and the one who solves it. The problem is wide, multifaceted and depends on how to relate to it. It is necessary to find and implement a solution that will be technically correct at the same time and at the same time enjoy the support and recognition of the people who must work to get the desired result. This can be done only on the basis of their sincere desire to cooperate and a sense of duty.