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support it.
- Hidden Opponents have a negative generic attitude towards changes although they seem to be supporting the
change on some level. Influence on their on perceptions and beliefs supported by information are needed to
change their attitude.
- Potential Promoters have a generic positive attitude towards change; however they are not convinced yet
about this particular personal change. Power of convincing and politics are appropriate in this case.
9
Strategy Skills
Systems
Staff
Shared
Values
Structur
e
Style
Dealing with change is a permanent task and challenge for general manager who wants to
decentralize power and obligations in the company. Department or project manager can
only achieve results at a level consistent with the Acceptance that is below the surface. The
base of the change management is rooted in both the interpersonal and behavioural dimension
and the normative and cultural dimension, and is subject to power and politics management
and to the management of perceptions and believes.
Research about willingness for change in team which consists 14 leaders.
Questionnaire for readiness for change
1.I have lot of new proposals for every situation
2.I like solving problems which another people dislike
3.I need to do my job on different way instead I know successful way of doing it
4.I always accept suggestions how to change myself
5.Between my friends I am the first who will take risk and try new
6.I like discussions about completely new ideas and points of view
7. I like discussions when everyone are against my opinion
8.If I am satisfied about situation I will try to find problem for solving
9.I think that anything is never good enough
10. I think that bad ideas do not exist, just bad realisations
11. What is not risky that is not funny
12. I like cooperating to get less but 100% sure
13. I like to give responsibility to others
14. If everything works change is not necessary
Results
20-18 change leaders: 1
17-13 promoters: 2
12-7 potential promoters: 9
6-0 hidden oponents:2
0- (-8) oponents:0
method (1.-10.) +
(11.-14.) –
7 elements of
successful
behaviour in teams
of leaders
10
Any methodology fits every company, but there is a set that can be adapted to a variety of
situations. What follows is a list of guiding principles for change management.
1. Address the “human side” systematically. Any significant transformation creates “people
issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities
must be developed, and some persons will be uncertain and resistant. A formal approach for
managing change — beginning with the leadership team and then engaging key stakeholders
and leaders — should be developed early, and adapted often as change moves through the
organization. The change-management approach should be fully integrated into program
design and decision making, both informing and enabling strategic direction. It should be
based on a realistic assessment of the organization’s history, readiness, and capacity to
change. Managers who are also developers of changes need personality that suit well with risk
and chaotic situations.
2. Start at the top. When change is at all levels of an organization, when it is on the horizon,
all eyes will turn to the CEO and the leadership team for strength, support, and direction. The
leaders themselves must embrace the new approaches first, both to challenge and to motivate
the rest of the institution... The executive team needs to understand that is composed of
individuals who are going through stressful times and need to be supported. Executive teams
that work well together are best positioned for success in change also. They are aligned and
committed to the direction of change, understand the culture and behaviours the changes
intend to introduce, and can model those changes themselves.
3. Involve every manager. Transformation programs progress from defining strategy and
setting targets to design and implementation. They affect different levels of the organization.
This approach is also a superb way for a company to identify its next generation of leadership.
Change efforts must include plans for identifying leaders throughout the company and
pushing responsibility for design and implementation down. At each level of the organization,
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