Change means that choices have to be made. Let others participate
in those choices so that they have some ownership in the outcome. (Brad Lee
94. Prepare your staff for change
[References - 77]
Managers must make room for changes that will allow them to
function better and ultimately serve their clients better. Such changes can
occur in the form of a new policy or programme strategy, new technology, a
switch in staffing, a new location, etc. Introducing something new is likely to
be met with some resistance and misgiving. It thus becomes the responsibility of
the manager to minimise the effects of change and smooth the transition.
Know that people don't resist change. They resist being changed.
To better manage the changes that will come to your organisation,
get your staff involved in the process. Include them in; identifying the need
for change planning the change implementing the change monitoring the results
and working to improve
95. Learn from the experiences of others
[References - 78]
Managers can learn a great deal from the experiences of others,
particularly when introducing quality improvements to an organisation for the
first time. The following are some recommendations to avoid common pitfalls
encountered by many managers. They can help to reinforce the quality guidelines
that you may already have developed for your programme.
- Recognise that quality is also a
leadership issue. Quality improvements will depend upon how management thinks,
behaves, and structures the quality system.
care of the basics. You can introduce new systems and technology without having
staff who are skilled in using them.
Implement systems and technical change with social change
- Use a
simple and practical definition of quality that relates to everyone's job.
Listen to all the experts, but ultimately make your own choices.
Broaden your scope. Learn from other organisations, even the ones that
are not doing well, and familiarise yourself with all the various aspects of
Concentrate on a value-driven approach, that is, value quality over
96. Seek out new opportunities
[References - 79]
Opportunities are time-savers. They are sudden chances to jump
more than one step at a time toward a goal. Here are some suggestions for making
and taking advantage of opportunities:
- Know where you are going. Otherwise, you won't be able to
spot an opportunity when it arises.
people what you are interested in, be enthusiastic about your aims.
yourself available. Place yourself where opportunities are likely to occur.
your eyes open. Opportunities are not always obvious.
may be disguised as problems.
flexible. You can't always control when an opportunity will occur, so be
prepared to reschedule your work to make time available when an opportunity
Expect your share of good fortune. Chances are good that you will get
Opportunities are usually worth investing in. If the opportunity is what
you are waiting for, don't hesitate to invest in it, borrow, if necessary.
wait for others. If you want to involve others but they aren't ready, go ahead
anyway. They can always join you later.
over analyse. Be careful not to procrastinate, ponder too much, or study the
issue for too long. The opportunity may slip away.
rational. Don't gamble. Taking a calculated risk is all-right because you know
97. Getting a new idea adopted
[References - 80]
Managerial courage is the expression of ideas that are different
from the current consensus.Harvey A. Hornstein, Management expert
Harvey Hornstein studied 200 US and Japanese firms and
identified five guidelines for successfully introducing new
- Watch your focus. Stick to business
issues, or frame your concern as a business issue. If you focus on changing the
performance of superiors, subordinates, or ethical issues, your chances of
succeeding are poor.
- Watch your credibility. Your credibility
is in your area of expertise, so changes you propose should be in your area of
- Be direct. Don't rely on long, drawn-out
procedures, memos, letters, reports, to promote the change. Act directly, speak
to people directly.
- Create supporters. You aren't likely to
succeed without support. Meet with people who will be affected by the change and
enlist them as part of your team.
- Timing is everything. Change
is more likely to be acceptable if it addresses a problem that currently affects
people. If there is no problem, they will not see any value in change for change
98. Practice managing change
[References - 81]
Here are some tips for being a successful change
- Share your excitement about the upcoming change.
People need this to replace their former vision.
- Share as much information as you can about the change.
This helps people to deal with anxieties and uncertainties about their own
future, and helps avoid the spread of misunderstandings and rumours.
- Invite others to participate in the choices that have to be made
about the change. That will generate ownership of the change.
- Keep surprises to a minimum. Communicate the plan in
small, easy-to-understand steps.
- Go fast enough to keep people interested and motivated,
but not so fast that confusion and uncertainty become a problem.
- Communicate your expectations for performance under the
change clearly and consistently.
- Highlight the benefits of the change as soon as they
- If someone is going to lose because of the change, inform
them early and help them to find a way to become winners, also.
- Change only that which is necessary to change. Some
familiarity with past routines is healthy for continuity and efficient
- Overcommunicate. Never assume that you have been
completely understood, particularly by those who may be resisting the