Luis Fernando Sánchez

 

Better people, better teams,

better results

 

Organization Development Consulting

Costa Rica

www.CDOcr.com     www.HuellaDO.com

luisfernandosanchez@huellado.com

+506 8313-1000



 

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PLANNED CHANGE

All organizations face change processes. These processes may originate as a reaction to external or internal situations, may be evolutionary of rapid, and may be non-deliberate or planned.  When a company plans its future strategically, it generates the capability to identify the necessary changes to position itself in a different and desired way.  These changes can be done in a way that both the process and the result improve the organizational productivity.

Organizational Transformation Processes

Organizational transformation refers to a process of business redefinition or major change in some of its areas.  It happens in order to adjust to environmental demands in order to maintain or improve competitiveness.  The process is deep in nature since it involves the redefinition of essential aspects of the business operation.

 

Many companies continue operations that have little or no productivity for a long time inspired on their past success or for not knowing how to improve them.  An organizational transformation process seeks to ensure business feasibility and profitability.   The result may go from a deep and economically sound transformation, to an operations close to avoid losses.

 

The process follows these phases:

  • Participative diagnosis of the operation, challenging the existing paradigms and analyzing surroundings of the system

  • Identification of conditions that can make the business viable and confrontation against the existing situation.

  • Operation redesign and identification of phases to execute the transformation process

  • Execution of necessary changes

  • Reinforcement of systems in the new situation

Design of Planned Change

All organizations face natural change process as a result of the natural evolution of the business.  This change may be erratic or planned.  When change is planned, frequently as a result of strategic planning, a specific direction is defined.  Around it, all actions are proposed to position the company where it should be strategically.  In addition, the company identifies phases to execute the desired change.

 

Companies attain better results when they plan changes required to meet their desired position in the market.  When changes are planned, it is possible to identify direction and orchestration of business actions to reposition the firm.  This ensures internal coherence and better profitability.

 

The desired process follows the following steps:

  • Strategic discussion aimed at analyzing the current state of the company, its environment, and desired future

  • Identification of strategic objectives and setting of associated actions

  • Definition of areas to be changed, utilizing a planned change model to execute the different actions, reduce resistance to change, and reinforce the new situation as it emerges

Resistance to Change

Resistance to change is a natural human phenomenon that operates at different levels of awareness.  It generates a series of behaviors that hinder or delay the change planned by a company’s directors.  Very often resistance is a consequence of lack of information, fantasies associated to the new order, sense of lack of control, doubts about the self efficacy in the new scenario, satisfaction with the status quo, required effort to face the new way of performing work, or real threats.

 

When companies organize their change processes anticipating and dealing with resistance, they can implement the desired change in less time, with less effort and fewer resources.  The important issue is to design the change process reducing resistance.  Instead, the ideal is to obtain commitment to the desired future from all stakeholders.  At the end, the idea is to improve profitability and turn a likely crisis into a space for creativity.

 

To transform resistance to change we use the following steps:

  • Design of the change process

  • Identification of relevant resistance issues and setting of needed organizational communication to avoid incorrect fantasies and encourage commitment to the desired direction

  • Evaluation of stakeholders in the process

  • Definition of spaces for employee participation as well as rewards for risk takers in the change process

  • Guided execution of the change process, ensuring the necessary reinforcement has been identified and is used in a timely manner

Management of Personal Transitions

When an individual faces significant changes in his/her environment, he/she undergoes a personal transition.  Some examples are a job change, the death of a close relative, or relocating to another region.  The transition is initially determined by a change.  This change normally lasts only for a short period of time, but the individual’s internal process is more long-lasting and requires emotional adjustments.  During this period, there is an important loss of productivity.  The management of personal transitions is a training process to understand the transition process, understand what is at stake, and develop mechanisms to transit through this stage.  The desired end result is a shorter and shallower transition.

 

The training in managing personal transitions helps companies keep their productivity in times when employees face change processes.  It helps individuals keep their work focus and reduce the time and depth of transitions.  For this reason, it helps decrease the costs associated with productivity losses that happen during those periods.  In addition, the management of personal transitions strengthens employees’ emotional intelligence by providing resources to manage difficult situations.

 

This process is enhanced by a workshop that includes the following phases:

  • Understanding of difference between change and transition

  • Awareness of the internal process that individuals face when they go through an important change

  • Identification of the specific transition phases

  • Analysis of resources to utilize during the different phases

  • Development of an action plan

In cases of particularly difficult transitions, additional resources can be provided from iTransform, based on the specific situation.