What We Liked, Part 1
Author Gina Abudi's book is clearly focused on significant "change" in a medium to large private sector organization. In that context, she observes that: "More frequently, organizations talk of going through a transformation as opposed to going through a change."[7] She then quotes Merriam Webster as defining change as:
"Change: to make or become different; to give a different course or direction to."
Whereas:
"Transformation: [is] a complete or major change; an act of transforming or being transformed."
From this we see that while "change" can be "small and incremental",[8] "transformation" is a much more extensive form of change, and indeed she goes on to observe:[9]
"Transformation is a dramatic shift in the culture of an organization. It impacts the strategy of the organization — all of its processes, procedures, and vision. It is a change in how the organization does business and addresses the needs of its customers. It is a change in the beliefs and core values of the organization ... Transformation requires significant planning. It is always a large and complex initiative."
[However,] "Either effort requires a strategic project management approach to allow the change to be sustained."
Gina explains that:[10]
"Change is an emotional experience. It is no longer acceptable for leadership to demand that employees change. Rather, employees must be engaged in change for it to be successful ... If employees of the organization are not engaged in the change, change cannot be sustained over the long term."
Clearly, effective and truthful communication within the organization regarding any organizational change initiative is an essential prerequisite to achieving a successful outcome. So we were pleased to see a section on Communication Best Practices later in the book in which Gina advocates for regular and consistent communications that share the organization's evolving communication strategy and plan.[11] And the communication must be two-way through such well-known techniques as:[12]
- Focus group meetings
- Departmental meetings
- All-staff meetings
- Directly with the leadership team
- An internal interactive web site supporting the change, and
- Periodic online surveys designed to solicit feedback
Of course, all of this presupposes that management has a reasonably clear vision of what the organization will look like when the change is completed — and is prepared to share that vision up front with those impacted through conversations and involvement.[13] For example, is the organization really ready for the proposed change?[14]
7. Ibid, p2
8. Ibid, p3
9. Ibid.
10. Ibid, p4
11. Ibid, pp 60 through 77
12. Ibid, p10
13. Ibid, p27
14. A partial listing of questions at this point is provided in the book. A more complete listing of questions can be found as a downloadable file from the book's associated resource file. See p32.
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Book Structure
