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Two Legacy
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The two parameters of any change management risk assessment are firstly a change legacy assessment; followed by a present assessment.
Legacy assessment
It is absolute nonsense to contemplate - let alone commence - a change initiative without serious reference to your organisations' history of attempting change.
Staggeringly, so many companies - especially in North America - do just that and rush into their next change initiative without debriefing and without conducting a change management risk assessment - and specifically without assessing what did and didn't work last time, and why.
You need to get that knowledge and insight now, right up front as it can help you repeating past mistakes and failing with this your current initiative.
Your organisations' "change readiness" is best indicated by your organisations' legacy of change initiatives (both those that worked and those that didn't work) as it provides an important early indicator of what lies ahead.
You also need to look at the scars left by successful as well as unsuccessful initiatives as it is crucial to understand and address the scar tissue left by previous initiatives.
Present assessment
There are 2 aspects to a "present assessment": organisational readiness and individual readiness for change.
In this article we are going to focus on the people aspect, as individual readiness for change is more complex than it may appear:
# Who will be assessed for change readiness
# When will they be assessed?
# How will they be assessed and by what criteria?
These questions are addressed by considering the "6 Stages of Concern" which have been identified by Pat Zigarmi and Judd Hoskstra who are organisational change experts and co-authors of Ken Blanchard Companies "Leading People Through Change" programme.
They have co-authored an excellent article: "Leadership strategies for making change stick" that is based around the results and findings of a major study conducted by Blanchard in 2008 with over 900 training and HR leaders as to how they approach change.
They emphasise the need for change leadership's involvement with people at all levels - in other words engaging with, and working through, the informal networks and the informal organisation. And it is their conclusion that for change to "stick", you, as change leader, have to anticipate, un-cover and address the various layers and levels of concerns as and when they arise, and these have been identified as 6 stages of concerns:
(1) Information concerns - what is the change and why is it needed?
(2) Personal concerns - how will the change affect me personally and will I win or lose?
(3) Implementation concerns - what do I do first and how do I manage all the details?
(4) Impact concerns - is the effort worth it and is the change making a difference?
(5) Collaboration concerns - who else should be involved and how do we spread the word?
(6) Refinement concerns - how can we make the change even better?
A further dimension to be considered in any form of individual change readiness assessment is the "readiness for change gap" that exists between management and non-management employees.
Simply put, the less power and formal influence an employee has the less informed they will be and the greater their range of concerns. Research conducted by Jim Walters Jim Walters, director of customer relations for Rochester Public Utilities, showed that (in the utility sector) there were 3 main gaps between management and non management employees:
(1) Management employees are less ready for change than non-management employees.
(2) A significant difference exists between management and non-management employees' task and impact related concerns for change.
(3) Management employees feel significantly more empowered than non-management employees.
So individual assessments of change readiness need to take full account of these identified stages of concern and the likely different perspectives and emphases of non-management employees compared with management employees - and all of this in the full context of the change legacy and scar tissue left from previous attempts at change management.
To find out more about "Change Management and Readiness" please see: Change Management Risk Assessment.
Equip yourself to avoid the 70% failure rate of all change initiatives with this FREE download: Starting the Change Process
Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.
Five Tips to Design your Legacy
By definition, a legacy is something that comes down to someone from a predecessor or from the past. Most of us want to leave behind some kind of legacy for our children and grandchildren, or for future generations.
Many people think of a legacy only in terms of some financial bequest or gift. Those with the means to do so might build a wing on a hospital or fund a professorship or a scholarship. And these are wonderful and meaningful ways to leave behind a legacy. But a legacy can mean many things besides money or endowed professorships or hospital wings. A legacy can also be wisdom or a contagious commitment to improving the community, or even the story of our lives – the good times and the bad times – and the important life lessons we learned. Some people simply want to try to teach future generations so they will not make the same mistakes.
There are many ways to leave a meaningful legacy, even if you are not wealthy. Here are a few ideas to start your thinking about the kind of legacy you might want to leave behind.
1. Share the stories your predecessors passed down to you. Many stories are actually living accounts of history. If they are not passed down, they are lost. Whether you record them on audio or video storage or you write them down, it is safe to assume that somewhere down the line someone will be interested in those stories. Another way to leave family stories behind is to work with your local library or an internet site and let them help you record the stories.
2. Share your thoughts on the big events of your lifetime. Each of us has lived through a time of many monumental historical and social events and changes. Your thoughts and reactions to those events tell the stories from different angles. Your point of view might be very important to future generations. Share your actions, but also share your reactions – your thoughts and feelings. Share your thoughts about how those events changed your life and the lives of others.
3. Share your reasons for the deeply held beliefs and commitments of your life. Share the principles by which you live. It is often fairly easy for later generations to get a sense of what we did in our lives. It is not always so easy to understand why we did things or made choices. Understanding how your beliefs influenced your life might help someone else discover a helpful approach to directing their lives.
4. Share the stories of why some of the things you will leave behind are important to you. It is not uncommon for a grandchild to be left some seemingly insignificant item when a grandparent passes on. It means far more when they are also given an explanation of why you cherished the item and why you chose that individual to have the item when you are gone.
5. Share the joys in your life and the intangible things that made you who you are. Write or record for the next generation why you love, for example, jazz or classical music. Tell them what it brings to your life. Leave behind a list of the books you found meaningful and think everyone should read – and tell them why.
Each of us is a link in the chain of life. Every part of the legacy we leave behind keeps a chain intact. The parts of the legacy we don’t pass on may be lost forever. No matter who you are, where you live, or what you did for a living, you are a unique and important individual. Your experience matters.
As you design your personal legacy, don’t forget to pass on the extremely important intangibles that give life true meaning.
Copyright 2007 by Dr. Cynthia Barnett
About the Author
Dr. Cynthia Barnett is a fired up retired educator who is now a professional retirement lifestyle coach. In addition to individual and group coaching, she leads workshops and seminars and lectures on a number of cruises. She is the author of "Stop Singing the Blues: 10 Powerful Strategies for Hitting the High Notes in Your Life" and "The Fire Up Retirement Workbook." For more information, please visit www.doctorcynthiabarnett.com.
What do you see as the two greatest outcomes/legacies of the Cold War and why?
These can be positive or nagative
IT WAS ONE OF THE GREATEST OUT COMES THE WORLD KNOWS TODAY
SEE EVERY ONE BECAME VARY VARY COLD IN THE COLD WAR AND NO ONE WAS HOT IT WAS NOT A GOOD TIME FOR THE SUNSCREEN INDUSTRIE
WELL WITH EVERY ONE COLD NO ONE GOT BURNED
WITH NO BURNED PEOPLE THERE WAS NO BLACK PEOPLE CUZ EVERYONE WAS A NICE COOL WHITE
I WISH I LIVED THEN BUT.....
SURE ANOFF ANOTHER BLACKY CAN FROM THE BLACK PEOPLE PLANET (B.P.P) AND THEY ARE STARTING TO INVADE EARTH AGAIN
I THINK ANOTHER OF THERE COLD WARS SHOULD BRAKE OUT SOON ! ! ! ! !
☻ AHHHHHH A BLACK SMILEY RRRRRUUUUUNNNNN ! ! ! ! !
Tassie cops to refresh 'legacy' Sun systems
Tasmania's Department of Police and Emergency Management will modernise its "legacy" Sun Solaris-based infrastructure which has hosted is core business applications for more than two decades.
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