Change initiatives: models, strategies, and implementation approaches

Change initiatives in any organization can meet with success or failure, and results are dependent upon the leadership involved. In my experience, I have worked within a variety organizations, however none as recent as a technology organization of which I provide program management solutions. Management has come to the realization that there is a need for better collaboration with information and data. That there is a need for a certain amount of transparency in the information gathered. Their past way of interacting with data would create the triplicate touch of information, thus questioning the validity of data integrity and at the same time, information was lost in translation. Leadership in efforts of change management requires a deeper understanding of the projects at hand, as well as an understanding of the organizations global picture.

In the organization I currently work in, the task is the creation of an online solution to the document control problem, and we are in the final stages. However, we are facing some critical showstoppers in the implementation process. It is not the technology but the users and the buy in from all stakeholders. One team wants to remain in the Word Document format within the process, while management and executive management want the entire corporation to use the proper tools of InfoPath. This system, integrated with SharePoint solutions, will reach every member of the company worldwide. This massive process for submitting confidential documents of patent ideas requires some form of document. The initiative proposed by management is to create a solution where information will maintain integrity.

As we roll out this solution, the one small team of individuals has put up walls to the concept of InfoPath as a solution for the document control. Management has taken the action of forcing change to not reinvent the wheel but use the solutions that are available and stable, not to mention interactive with external databases. Management has failed however, in collecting the detailed reasons why the small team does not want this program; it is not in lieu of security reasons or process improvement reasons, but rather one specific program, which meets opposition for many teams. Further, this small team continues to resist, not only this solution, but other key change initiatives as well. This resistance may show a broader need to address underlining needs of this particular group. The appearance that management has taken is they are oblivious to the needs of the small team, and create ambiguous messages towards the reasons for the change. There also appears to be a lack of true transitional leadership, where the fostering of dialogue and resolutions of challenges can occur.

Management could take two approaches in addressing the problem of team buy in to the solution. One, they could engage in a dialogue with the teams and reveal the source of the discrepancy. Two, leadership will have to use the opportunity of the discussion to influence transactional result but transitionally as well for collaboration and positive change. Using both transactional and transitional leadership management can take the change initiatives that are annual goals for the division, and create an open environment of both horizontal and vertical management. Some teams maybe more open to an environment where they believe they are able to share, rather than full directives.

According to Boyatzis, Goleman, and Mckee, (2002) Goleman leadership operates best when leaders are emotionally intelligent and create quality in the expected results (pg. 38). The best performance is one that uses the four basics of emotional intelligence competencies, as these are the building blocks of ideal leadership within a group or organization (Boyatzis, Goleman, Mckee, 2002, 38). Further, by using motivational skills and acquiring valuable feedback, the soft skills needed for greater impact occur (Boyatzis, Goleman, Mckee, 2002, 102). Finally, leadership comes from positivity and is at the foundation of emotional intelligence (Boyatzis, Goleman, Mckee, 2002, viii).

Now, Koestenbaum explains that the foundation of leadership and success for an organization is the four principal ways, which are vision, reality, ethics and courage (Koestenbaum, 2002). Taking an approach for change goes beyond just change, but he uses a leadership diamond model which help to transform leaders from good to great (Koestenbaum, 2002). By implementing emotional considerations of key topics, relationships, finances, human resources and basic creative arts, leaders can have opportunities to kindle innovation and implement positive changes within an organization (Koestenbaum, 2002). Management in my organization has a true opportunity to get creative and use technology to foster innovations. By switching from a Word document to an InfoPath document, management must explain the vitality that using new technologies will streamline the efforts for strategic planning by the organization as a whole. That the change in practice will make life easier for all parties involved in the end, and that the transition to a new program will allow for both transactional and transitional leadership skill improvement. As Koestenbaum (2002) states,