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According
to recent research from the Conference Board of Canada, Canadian
businesses report that they are extremely dissatisfied with the
manner in which they manage change, with 18 % reporting that their
change management skills are poor. They report that
it is neither the technical nor financial aspects of organizational
change that lead to poor results, but
rather the inability to predict and manage the human dynamics of
change.
Meridien Associates has deep expertise in using organization
development methodology to assist clients in managing change. Organization
development is, at its core, "planned change".
This includes the development of skills and strategies for helping
managers and employees deal effectively with change. Our expertise
assists clients who
are anticipating or dealing with significant changes such as
mergers, downsizing, re-structuring, demographic challenges,
quality or customer service initiatives, cultural shifts due
to new leadership, and so on.
Depending on the size of the client and of the project, we design
a complete change intervention, or facilitate the work of a
leadership team which is charged with this responsibility. Our
goal is to provide direction that shapes and structures the intervention,
and to build client ownership of both process and outcome.
Our interventions have
ranged from the development and rollout of change leader or
facilitator training/coaching to large-scale organizational change
readiness
assessments followed by interventions affecting thousands of
employees. Often there are educational or training elements
within the intervention followed by ongoing coaching, or facilitation
of a process of change. Sometimes the change being facilitated
is structural in nature, sometimes it involves a shift in business
orientation or strategy, and often it is linked to changes
in work process (as in teamwork or internal customer: supplier
projects).
We build in evaluation components to measure the effectiveness
of the intervention, and assist clients to plot progress made
toward accomplishment of organizational, team and individual
goals. We have consulted on the establishment of formative
and summative programme evaluation measures, and have provided
training
and consultation on the development of balanced scorecard metrics.
We work as coaches/counselors to employees and change leaders
to assist them to understand the predictable human dynamics associated
with change. We help them to identify personal and systemic barriers
to successful transition.
All of our organizational change assignments involve the development
of strategies for communication. Often we are called upon to
design or consult on the design of change-related communication
tools and processes. Sometimes, as in the case of large scale
strategic planning or visioning events (such as future search
conference facilitation with large groups of employees and stakeholders),
the intervention is the communication strategy. Almost all interventions
require the preparation and delivery of presentations to senior
managers and executives.
We have facilitated "town hall" type discussions to
enhance communication, resolve conflicts and improve collaboration
during organizational transition.
Meridien's approach fosters the development of self-sufficiency
in the client. Given the nature of our practice, we often enter
into relationships at a time when clients are experiencing significant
change, urgency and stress. However, we are able to build trust
quickly with both organizational leaders and staff, resulting
in long-term consulting relationships. We bring and share expertise
with our clients and sometimes work in a train-the-trainer capacity
to ensure the transfer of knowledge and skills.
Case Study Example:
Consulted on the integration of two large urban hospitals including:
- presentations
of merger/organization change theory to the hospital task force
- custom-design and administration of an organization
values/culture assessment (qualitative and quantitative instrument
and processes)
to pinpoint integration-related priorities
- generation of
a report indicating findings and recommendations for the Hospital
- presentation of results to the top 150 managers
including train-the-trainer workshop components so that they
could review
the presentation results with their staff and begin action planning
- evaluation of the communication
workshop
- video taping of the presentation to communicate
the survey results and recommendations
- recommended design
of implementation strategy and designed evaluation of communication
process
- facilitated for approximately 9 months, the
work of three large cross-functional teams charged with developing
action plans to address organizational needs within the merged
hospitals.
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