WHAT MAKES FOR GOOD PROCESS DESIGN
The Right Dosage
Change processes tend to involve high (economic) pressure, tight deadlines and a lot of work. This can overstretch the organization, especially in the initial phase. Finding a good balance between working on the change process and daily routine avoids overchallenging people and ensures sustainability.
Empowering Managers Right from the Start
During change processes, a great deal is demanded of managers and executives, both as role models and as implementers. In addition, there is often uncertainty regarding their own status. Empowering managers by means of change qualification and coaching at the beginning of the process pays dividends in terms of achieving objectives during the implementation phase.
Acknowledging Tensions and Enabling Discussion
The announcement of a change project tends to usher in tensions, conflicts and resistance. The process can and should be designed to take this into account: For example, different feedback channels should be made available. The change team should also develop strategies to deal with specific conflicts at an early stage.
Planning Retrospectives and Iterations
Regular retrospectives should be carried out, especially by the change team. These can already be factored into the change architecture so that they are binding and everyone takes them as a matter of course. Ideally, results from so-called ‘pulse checks’ (employee surveys) should be included in the retrospectives.
Making the Target Culture Tangible During the Change Project
Particularly in the case of cultural objectives (leadership culture, cooperation culture, corporate culture), it is important to make the envisioned goals tangible during the change process. If the organization is to become more agile, agile principles and methods should be applied during the change process.