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Dynamics of Change

PART III. 

 

The winners build sponsorship to support and sustain the change objectives. They do not make the mistake of thinking that once the decision for implementation is made, no further involvement is necessary by the chief sponsor.

A good sponsor must demonstrate commitment by displaying the following behaviors:

• Utilize the organizational power to communicate and legiti­mize the change with the target population.

• Surface a sufficient degree of pain regarding the status quo.

• Develop a clear definition of the future state at a strategic and tactical level.

• Allocate the organizational resources (time, money, people, etc.) needed for successful implementation and demonstrate the ability and willingness to commit what is needed to the project.

• Become educated to understand the effect the change will have on the organization.

• Demonstrate the capacity to appreciate and empathize with what the targets are being asked to change about the way they operate.

• Thoroughly understands the size of the group to be affected by the change and manage the scope of the effort.

• Demonstrate the type of public support necessary to convey strong organizational commitment to the change.

• Meet privately with key individuals or groups in order to convey his or her strong personal support for the change.

• Promptly reward those who facilitate the implementation process, and express displeasure with those who inhibit accep­tance of the change.

• Ensure that monitoring procedures are established that will track progress or problems that may occur during the imple­mentation process.

• Make tough decisions regarding the personal, political, or organizational price that may be paid for implementing the change successfully.

• Demonstrate consistent resolve/support for the change and

reject any course of action with short-term benefits if it is inconsistent with change objectives.


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