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Change Management
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Am I a Target?

As we said earlier, you are a target of change. The fol­lowing assessment, derived from a LaMarsh tool, reflects the extent of your ability to deal with being a target of the change.

Ask yourself these questions and score them as fol­lows: don't know (0), never (1), rarely (2), usually (3), always (4).

1.        Are you willing to take risks?

2.        Are you willing to disrupt your status quo?

3.        Are you willing to fight for the changes that are valu­
able to you?

4.        Are you able to assess and articulate how you feel
about the change?

5.        Are you bored if things stay the same too long?

6.        Are you able to live with a high level of ambiguity and disruption?

7.        Are you willing to adjust or negotiate the desired

8.       Are you willing to negotiate the activities during the
change process?

9.       Are you willing to work to come up with ways to

10. Are you willing to work to make the change happen?

Total the score, divide by 10, and multiply the result by 25.

If your score is 45 percent or less, you have serious target issues. You will need to face them and overcome them before you can deal effectively with the change.


If it is between 46 and 65 percent, you should have serious concern about your issues and seek to resolve them quickly.


If your score is equal to or more than 66 percent, you are in a good position. Once you deal with the issues, this change could be an opportunity for you. Once again the "don't know" responses let you know where you need to find out more.

Understand your Change

In order to overcome many of our target issues, we need
to understand the change. Ask yourself, "Do I know the reason for this change? Can I explain why I must leave the current state?" You should be able to explain why the current structure is no longer viable, why the process needs to change, why your current skills, knowledge, be­haviors, and competencies may no longer be satisfactory, and finally what attitudes, beliefs, and values are chang­ing. If you can't answer these questions, find out the au­thorizing sponsor of the change, any of the reinforcing sponsors or change agents (they can have more than one role as well as being targets). Ask them to explain the rea­sons for leaving the current state in terms that are mean­ingful to you. You need to know how the change will affect your work, its output, and your life. Your understanding of the change is best stated in terms of specific results.


Seek information on the desired state. Find out what it will be like for you. Learn how you will do you work. Find out what is changing and what is not. The information you get will not be perfect. In most cases there will be con­siderable ambiguity about the desired state, especially at the level of detail that you will need to feel comfortable.


You will want to understand how you're going to get there. No one wants to wander into the delta state with­out knowing what mechanisms and safeguards have been put in place to help us get through it successfully. You will need to find out what support, training, and rewards will be available during the delta state. This is a trouble­some state of change. It will not be easy for you. The more you can find out about what is going to happen, when it will happen, what your role will be, and how it will affect you, then the more prepared you will be.

To Be Continued

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 12


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