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Leading Change in Organizations Dr. Susan Sasiadek Southwestern College PA 02/14/2011 03/27/2011

Plans: Mapping Change March 10, 2010 Submitted by Marisa Crawford Gray

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Plans: Mapping Change

I.

Who needs to plan? Leaders within the organization must have a vision in order to implement a plan. Without have some type of plan that accompanies the vision then management will be open to responding to managing by crisis, or a lack of unity among the team members. Even with a plan, it is necessary to maintain flexibility to respond to the change of the environment or other external and internal factors. It is also important for the individual team member to have a plan in order to see how they fit with the overall picture.

II.

How to build a plan There are three different levels of plans: Strategic plan translates the vision into a set of general long term goals Operating plan describes concrete, medium-term goals and the concrete actions that are designed to attain them. Task plan- highly precise, short-term goals are designed to address the treats and opportunities in the organizations external and internal environments Participation- Usually there is a planning committee or top leaders that oversee the plan and contribute to the who and how a. Units- After the vision has been articulated and the mission statement drafted the units is responsible to look at the current activities in light of the vision and to decide what must be done to contribute to the achievement of the vision. The planning committee helps to procure the information for the units and to supply the units with similar information about the organization as a whole. b. Committee The committee has to mold the contributions of the various units into the plan for the organization. The committee sees itself as the facilitator of the process rather than as the primary actor.

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The focus of planning: three questions help an organization to focus on planning. Where are we now? Looking at the organizations external opportunities (new markets or ways of expanding) and internal strengths (structure or relations with its members) Where do we want to be, and when? This translates the vision in real time looking at the objectives for concrete action at the operational level. How do we get there from here? This is the path that connects the two. It must be reasonable and acceptable, concrete and doable. Task definition and assignment This is the time to define clearly what the task is and who will be responsible for the assignment. If there is a need to rethink the plan, now is the time. Communicating the vision and plan: The vision must be simple and concise, in order to build consensus in the organization. a. Rules of communication: six rules for effectively communicating the vision and building consensus Use concrete language that outlines the goals and sequence of things that must be done Make sure the people understand the vision and its plan Maintain your own, the visions, and the plans credibility Only ask for small steps toward change, allowing people to adjust in stages if possible. If not, explain why not and clearly what the big step will involve Underscore the visions reasonableness and the plans potential for success Repeat the explanation of the vision and the plan whenever possible

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VI.

Providing resources: Determining what is required to implement the plan in a timely manner. a. Time: It is important to all adequate time to get things done and provide time for unexpected delays. b. Money: Determining where the money will come from. Having money available for incentives and rewards adds to the potential success of the plan.

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c. Organizational structure: It is important to have a mechanism in place to implement the plan. i. Structure and history: It is important to know what the history and foundation of the organization is. It could provide needed information of what characteristic have produced in the past ii. Communications: The ability to communicate within the organization is essential in order to support the needs of change. Having an established pattern provides a history of what has happened and determine the best way to evaluate its effectiveness. iii. Structure as a tool: The structure is the core of how things get done. This takes in account the particular task and how the vision and plan is accepted by the members of the organization. d. People People are the most important resource of the organization. It is important to communicate what is expected of them and why and then to receive from them the successes of their efforts, the barriers and the surprises they experienced. It is also important to understand the need for help in coping with the changes that come. e. Code of conduct A written code of what is expected as they go about the organizations business. It is more than morals and ethics; it includes tone of how members will interact with others and with outsiders. It also addresses the legal issues. It has the purpose of changing an organizations culture.

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Resources: Lee Roy Beach. Leadership and the Art of Change,2006. Page Publications, Inc. Thousand Oaks, California.