No comprehensive plan 1 2 3 4 5 6 7 Comprehensive plan prepared viii All of

No comprehensive plan 1 2 3 4 5 6 7 comprehensive

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No comprehensive plan 1 2 3 4 5 6 7 Comprehensive plan prepared viii) All of those who could comment on the plan have had adequate time to study it. No adequate comment 1 2 3 4 5 6 7 Full comments available ix) Case has been taken to ensure that the risks inherent in the proposed change have been identified and assessed. Risks not identified 1 2 3 4 5 6 7 Risks identified x) Outside comment from impartial specialists has been invited on the wisdom of the proposed change.
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19 NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVAL No external comment invited 1 2 3 4 5 6 7 Comprehensive external comment invited xi) Consideration has been given to the new skills that will be required for the effective implementation of the proposed change. No consideration of skills requirement 1 2 3 4 5 6 7 Full consideration of skills requirement xii)All of those who could inhibit or stop the proposed change have been identified. Potential blockers not identified 1 2 3 4 5 6 7 Potential blockers identified xiii) A strategy has been devised for winning over all those who could inhibit or stop the proposed change. No “winning over” strategy identified 1 2 3 4 5 6 7 Comprehensive “winning over” strategy identified xiv) The proposed change can be linked directly with strategic plans of the organizations. No clear links with strategic plans 1 2 3 4 5 6 7 Clear links with strategic plans xv) Those responsible for the proposed change have studied the nature and outcomes of similar initiatives in other organizations. No other organizations visited or reviewed 1 2 3 4 5 6 7 Several other organizations visited or reviewed xvi) Although based on similar initiatives elsewhere, the need to tailor the proposed changes to the local context is recognized. No allowance made for 1 2 3 4 5 6 7 Realistic allowance made
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20 NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVAL customization for customization xvii) Clear success criteria and success measures have been identified. No success criteria or measures identified 1 2 3 4 5 6 7 Success criteria or measures identified xviii) Procedures have been established to help the organization learn from the experience of implementing these changes. No learning procedures in place 1 2 3 4 5 6 7 Comprehensive learning procedures in place xix) Top management is deeply committed to the success of proposed changes. No top management commitment 1 2 3 4 5 6 7 Full top management commitment xx) The overall leadership of the proposed change is able and willing to exercise decisive leadership. Uncertain overall leadership 1 2 3 4 5 6 7 Superior overall leadership Recommendations Implementation The score of 95 indicates that the plan is well developed, but change management can be improved. The identified recommendations should be implemented using Kotter’s eight- step model. This model primarily focuses on helping organization to prepare for the changes, how to accept the changes as in an organization, not just implement the actual change immediately. Another reason to use this model is that it presents steps-by-steps instructions, which is easy to follow and understand:
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21 NO GOOD DEED GOES UNPUNISHED CASE: COMMUNITY ARTS FESTIVAL i) Create urgency. The organization should prioritize the improvement of the
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