Provide opportunities for joint creation
Transition Management Team must ensure that there is congruent and ample communication about the vision, and change efforts to the organisation, as transparent information and open-ended conversations are essential fundamentals for successful outcomes. It also lets everyone in the organisation to actively participate and give feedbacks, brainstorms and get breakthrough thinking.
Transition Management Team can be compared with a typical task force that companies usually create to approach change. A typical task force will work in isolation buy mac makeup wholesale , reporting only to the boss, and they won't communicate with any people in the organisation until they finished whatever plan they are working on. This could be totally disastrous to the organisation as it is creating information vacuum cheap mac cosmetics wholesale , inevitably forcing people to create their own imaginary assumptions to fill in the gap. Unfortunately, imaginary assumptions are usually worse than what is really going on.
It is advisable to have a well-connected and respected person in the organisation as a guide in the Transition Management Team to make sure every emotional and behavioural issues are identified, discussed and addressed.
Prepare the critical mass
Since change processes are complex and there will be many different aspects of the organisation in change programs, things can get very confusing and eventually all of them may not seem to fit together. It is one of TMT responsibilities to coordinate and align all these projects to form the whole picture, like putting every pieces of jigsaw puzzle together in a right way, or conducting an orchestra. Not only that, communicating and showing how those pieces fit together and form a coherent plan is vitally important.
Provide appropriate resources
1.) clarifying general direction for change, 2.) motivating people to take action in the right direction, and 3.) helping to coordinate the actions of different people from different backgrounds.
Ensure messages, activities, policies and behaviors are congruent
It is undeniable that the change process is hard, complex and often very difficult to successfully achieve the desired outcomes. However, by employing proven systematic approaches like Transition Management Team and John Kotter's eight steps, these can be powerful leverages for change, and get real contributions from the leaders and change champions in the organisations.
It can also be an effective way to change employees' behaviors, as they will be put into new organisational context, which imposes new roles, responsibilities and activities on them. And by ensuring all of those are congruent, it is also clarifying the organisation's intentions and ground rules, and this in turn will give predictability for the employees.
In essence, this is about developing a vision and strategy, which is similar to third stage in John Kotter's eight steps of transformation. Visions are very important as they serve three important purposes:
For the change efforts to be successful, it is important that the management "walk the talk". It is simply about reflecting the policies and behaviours that are consistent with the changes they are making. Transition Management Team has to make sure everything is in sync.
At the very core of change efforts, people issues are always critical and complex. These issues can range from communication, human resource issues like changing job descriptions, diversity of perspective, to emotional and behavioural issues. Dealing with all these are completely complex, but a "must" responsibility of Transition Management Team.
Stimulate conversations
As the whole change process is very complex, successfully getting through the pilot projects is far from making those changes company-wide. Thus, for future replication and learning transfer in order to scale-up, it is very important to design a plan that involves the necessary resources and strategy required for company-wide level operations since the beginning.
While an organisation is working on different parts in the process of change, the key to the change effort is to connect and balance all pieces, just like an orchestra. In order to achieve this balance, an idea of having a Transition Management Team ("TMT"), consisting of a group of leaders and managers, reporting directly to the CEO, should be formed. There can be pitfalls though, if people in TMT are not right people.
Anticipate, identify, and address people problems
As with great power comes great responsibility, empowering an employee beyond the context of what he can do will only terrify the newly empowered employee. It is essential to have ongoing dialogues with them, giving feedbacks, and guide them to prepare for the context of changes is the right path.
It is very important to empower people with sufficient and appropriate resources to do the job properly in change efforts. TMT has two significant power: the power to allocate resources and the power to kill any dead and unuseful projects in order to free up the resources to be allocated in change process.
Establish context for change and provide guidance
However, a Transition Management Team is nothing like that. The TMT oversees the large-scale corporate change efforts. The team should include a cross-functional team of highly talented leaders from different levels in the organisation, and manage the operational issues, anticipate and manage the reactions that change generates, and ensure there are ample and congruent communication. Not only that, Transition Management Team also deals with emotional and behavioural issues rising from the change efforts.
Perhaps the most complicated one will be emotions and behavioral issues. Since change programmes can evoke resistance and negative emotions, and drive away one feeling every organisations need for successful change: trust.
Coordinate and align projects
The main element here is empowerment. It is essentially to ensure all levels of employees have the information they need to make correct decisions and appropriate actions, in order to create a future together. However, we cannot forego the fact that empowerment is not abandonment.
In principle, Transition Management Team has eight main responsibilities, which are roughly similar to John Kotter's eight stages of transformation, though not in the exact order. And these responsibilities are what they have to coordinate and manage, but not entirely accountable to fulfill them, as it will require every person in the organisation to participate.
John P. Kotter would call it the Guiding Coalition, and creating a strong one is number two in his eight steps to transforming an organisation. He stated several times that it is very important to create a strong guiding coalition with right membership.
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