Leaders know that Organisations are a complex organism with a life of their own. To fully implement
change, an understanding of the components of systemic reform requires experience, people skills, and
extreme patience. Knoster (1991) suggested that when the components of vision, consensus, skills, incentives, resources and action plan
are collectively inherent in the system, then change will likely take place.
However, if any one of the
components was missing, then the “Change Process” may be inhibited or may not take root.
A unique feature about Knoster’s model for change is its surgical approach. In assessing the condition
and climate of an organization, this model offers a potential remedy by identifying the symptom and
then restoring the missing component (link). Quite often leaders may sense what is wrong, but do not
understand how to resolve or determine the root of the problem.
As an example, if the change agent
senses or anticipates sabotage as a symptom from within the organization, then the ability to work
through consensus through collaboration is paramount. If there is a high level of resistance, then the
leader needs to identify the incentives and determine what will personally motivate an individual to
change.
The problems are so severe that multiple missing links have created a hostile
environment that is difficult to sort through.
Although the model below may appear to be simple, it is a powerful tool to connect the symptom with
the components of change. Unless a leader is able to connect with the people of the organization through
empathic listening, they will never understand the emotion behind the concerns of their clients.
Developing this trust through relationship building may draw out the essential missing link. Then the
change process may continue to develop and help the organization arrive at the desired results.
No comments:
Post a Comment