Factsheet Change Management: Common Problems and Solutions Issue. Warning signs. What to do. You haven’t received an update recently – You don’t know the team has gone silent. Establish or re-establish regular reporting to what’s You don’t know what milestones have ensure that you are kept up-to-date on major happening with been achieved, what benefits have been activities, milestones, benefits and risks. the project. delivered and what budget has been spent. Work with team members to understand the You can see signs of team dysfunction cause of the dysfunction and build a high (Lencioni 2002): performing team. Absence of trust people not Depending on the situation and your – genuinely open about mistakes and relationship with team members, some useful weaknesses interventions may include: Fear of conflict inability to engage in one-on-one discussion with team – The team isn’t impassioned debate members to understand what is on high performing. Lack of commitment team members bringing the team together to build shared – don’t commit or buy in to decisions goals and actions Avoidance of accountability unwilling changing the team composition – to discuss performance behaviours holding teams accountable to your Inattention to results not focused on organisations values; the Tasmanian State – achieving the team’s results. Service South Principles & Code of Conduct. Set/reinforce interim milestones and celebrate Progress has slowed and you and/or team their achievement. The project has members and stakeholders are distracted Review the stakeholder engagement plan. lost momentum. with things. It’s Revisit the case for change. ‘fizzling’. Consider engaging people at levels. Review the original calculations and work with the team to determine what has changed. If the budget needs to be revised, make sure You’re blowing You are not on track to deliver on budget. that the investment is still worthwhile before your budget. proceeding does the outcome justify the – extra expense? Are there ways you can deliver more cost effectively? You suspect that the project hasn’t been You’re about to thought through or delivered thoroughly Create clear go / no go criteria with the team, implement but enough. measure progress and understand the risks the project isn’t You have conducted a change readiness involved. ready. assessment and there are lots of gaps.
Factsheet Change Management: Common Problems and Solutions Issue. Warning signs. What to do. You don’t know what’s happening with the project. You haven’t received an update recently – the team has gone silent. You don’t know what milestones have been achieved, what benefits have been delivered and what budget has been spent. Establish or re-establish regular reporting to ensure that you are kept up-to-date on major activities, milestones, benefits and risks. The team isn’t high performing. You can see signs of team dysfunction (Lencioni 2002): Absence of trust – people not genuinely open about mistakes and weaknesses Fear of conflict – inability to engage in impassioned debate Lack of commitment – team members don’t commit or buy in to decisions Avoidance of accountability – unwilling to discuss performance behaviours Inattention to results – not focused on achieving the team’s results. Work with team members to understand the cause of the dysfunction and build a high performing team. Depending on the situation and your relationship with team members, some useful interventions may include: one-on-one discussion with team members to understand what is on bringing the team together to build shared goals and actions changing the team composition holding teams accountable to your organisations values; the Tasmanian State Service South Principles & Code of Conduct. The project has lost momentum. Progress has slowed and you and/or team members and stakeholders are distracted with things. It’s ‘fizzling’. Set/reinforce interim milestones and celebrate their achievement. Review the stakeholder engagement plan. Revisit the case for change. Consider engaging people at levels. You’re blowing your budget. You are not on track to deliver on budget. Review the original calculations and work with the team to determine what has changed. If the budget needs to be revised, make sure that the investment is still worthwhile before proceeding – does the outcome justify the extra expense? Are there ways you can deliver more cost effectively? You’re about to implement but the project isn’t ready. You suspect that the project hasn’t been thought through or delivered thoroughly enough. You have conducted a change readiness assessment and there are lots of gaps. Create clear go / no go criteria with the team, measure progress and understand the risks involved.
Change_13_-_Factsheet_-_Common_Problems_and_Solutions_Word,_69.6KB.DOCX