THE DYNAMICS OF CHANGE

LDR 610 Consulting Theory and Practice

Baheejah Lumumba

THE ORGANIZATION

Company culture is usually based on a distinctive, code of conduct that

governs the behavior, attitude, relationships, and style. Whenever

organizations seek the help from a consultant “they understand that the

consultant is person in a position to have some influence over an

individual, a group, or an organization but has no direct power to make

changes or implement programs.” (Block,2011 p.2)

THE CONSULTANT

Although the distinction is important, the consultant needs to function

differently from a line-manager for the consultant’s own sake and for the

learning goals of the client (Block, 2011 p.3)

1 Consultants are key players in change management.

2 Specialize in areas to improve the bottom line.

3 Expertise in discipline, work experience,

4 Credibility will be taken seriously by others.

ACTIVE TOOLS

In the dynamics of change management the first thing consultants should

do is establish a relationship with the client, by building trust. The

combination of trust and a common goal shared by people can make a

powerful team. “Lower trust leads to lower leverage and lower

commitments” (Block, 2011 p.16-38)

1 Only those who are trusted are effective in making changes.

2 “The key to increasing the changes for success is to keep focusing on

how you work with the client”. (p.47)

LISTENING

Because of the vital concerns of managers, consultants, and leaders who

are trying to understand corporate culture, they first must integrate and

understand the complex mix of behaviors, values, and shared

assumptions this can be accomplished by listening.

1. “Listening actively involves paraphrasing, clarifying, and giving

feedback. (Mckay, Davis, & Fanning, 2011 p.17)

2. Communicating effectively is the key for consultants to engage

employees and facilitate change.

CALL TO ACTION

By “Navigating through a client’s management styles and organization

politics-and helping them to look objectively at the data are vital tasks.”

(Block,2011 p.164)

1. Examining the organization element of each challenge as rationally as

the technical part.

2.Presenting problem, Redefinition of problem.

3. Clear and simple picture of what is happening.

4. Technical/Business-Problems –Recommendations.

MEETING FOR ACTION

“ Anytime you present a clear and simple picture of the current situation

and make your recommendations, you do it in hopes of triggering

action”. (Block, 2011 p.229)

1. Creasy (2010) found change management are tools that need to be

applied independent of the actual change that you are undertaking

“anytime you alter processes, systems, organization structures or job

roles, you need a structural approach to manage both the technical side

and the people side of the pending change.” (p.2)

THE DYNAMICS OF CHANGE

The meeting should be structured so that people can articulate their own

ideas and values because, “you will need time to deal with the client’s

resistance.” Block ( 2011 p.235)

1. A Consultant is good at handling difficult situations.

2. All the competencies should be presented before, during, and after the

meeting.

3. Questions should be asked, and ask the client if they are getting what

they want.

THE DYNAMICS OF CHANGE

“ Response that you receive in the meeting will reenact all the problems

that the organization has in solving issues”. Block ( 2011 p. 242)

Kotter, (1995) established eight stages for creating change, it

summarizes the steps for producing successful change of any magnitude

in organizations.

1. Establishing a sense of urgency, creating the guiding coalition.

2. Developing a vision and strategy, Communicating the change vision.

3.Empowering broad-based action, Generating short-term wins.

THE DYNAMICS OF CHANGE 4.Consolidating gains and producing more change.

5. Anchoring new approaches in the culture. ( p.61)

Clarifying the direction of change is important because, more often than

not, people disagree on direction, or are confused. Kotter (1996) found

“with clarity of direction, the inability to make decisions can

disappear.”(p.69)

REFERENCESKotter, J. (1996) Leading Change: Harvard Business School Press

Boston, MA

McKay, M. Davis, M. & Fanning, P. ( 2009) Messages: The communication

Skills book ( Third ed.) New Harbinger Oakland, CA

REFERENCES Block, P. (2011) Flawless Consulting: A Guide To Getting Your Expertise

Used ( Third ed.) Pfeiffer: San Francisco, CA

Creasy, T. (2010) Helping others understand change management in

relation to project management and organizational change

Prosci research (pp.2) Retrieved from

http://www.change-management.com/tutorial-defini

Kotter, J ( 1995) “ Why transformation efforts fall,” Harvard Business

Review ( March-April) no. 61