🚀 go-pugleaf

Paulo Peixoto (ppconsul@iis.com.br) recently said, "As far as I know, there
are not "six rules for success" when dealing with organizational change. At
least, if there are so,  these rules will not be the same for any kind of
organization or scenario.  Different models for organizational change -
there are many - can be appropriate for different situations."

I don't know if six is the right number, but it seems to me that in any
successful change implementation there are common elements that underlie
the success. I can name a few, but I'm in doubt I have them all. (My list
includes, Active support of top management. Frequent and complete
communication of the change. Involvement of stakeholders in key decisions.
Working the "informal organization".)

Today we find many good problem solving methods and continuous improvement
methods. These are often enumerated as six to ten steps and taught as part
of TQM. The steps are almost always some way to slice-up PDCA into smaller
pieces. While every problem is different, and every team has a different
set of details, the common approach provides both communication and a
paradigm for success.

I believe that a similar situation applies to change. The common elements
of a successful change initiative can be captured (in 6 to 10 elements or
steps) and followed. Every project will differ in the details, but there
will be a commonality. I can't believe we have to start over every time!

Having this set of beliefs, I was surprised when asked to enumerate the key
elements; I couldn't do it in a coherent fashion. I assumed my failure was
due to lack of knowledge on my part; the list would provide me with the
three best books to read. I'd read them, fill in the holes, and proceed
with my project.

Dan O'Leary CQA, CQE, CQM, CRE
Business Process Executive - Manufacturing
doleary@qbe.picker.com