Dimensions of Change
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Mark is the maintenance manager who wants to implement a CMMS to digitize their maintenance processes but knows some employees may resist change. The document outlines the three dimensions of change that Mark needs to consider to maximize success which are getting the organizational culture, individual employees, and infrastructure supporting the new system all on board with the transition. It provides advice on assessing where people are in accepting change and guidance on moving them along the adoption curve.
Dimensions of Change
- 1. Maximizing your Chances for a Successful Change Jim Taylor, CPE, CPMM Director of Operations, Machinery Management Solutions, Inc. www.machineryhealthcare.com
- 2. Meet Mark theakshay.
- 3. Mark is the Maintenance Manager for a company that could be a hotel, hospital, office building, or manufacturing plant. California Cthulhu
- 4. He’s responsible for converting the maintenance department from a paper system to a CMMS. CMMS picture epSos.de johanloman
- 5. His goal is the CMMS fully implemented with support of a majority of the work force. English106
- 6. He knows he has people in his organization who are change resistant. Some may even try to sabotage the effort. M Hedin.
- 7. He needs to learn as much as he can about the change process and how to maximize his chances for success.
- 8. To do this he must understand the dimensions of change. .:. brainsik.
- 9. The first dimension is the Culture. You must get the organization as a whole to understand and accept the need for change.
- 10. An assessment of the culture should be done before announcing the change http://blogs.isixsigma.com/public/images_upload/adoptioncurve.JPG
- 11. Determine who will be the early adopters, resistors, and wait-and-see’ers. planet a..
- 12. Identify the coalitions in the workforce. nateOne planet a..
- 13. Identify the thought leaders. Planet a.
- 14. First build an awareness of the need for change cephalopodcast.
- 15. Highlighting difficulties using the current system. gopal1035
- 16. Discussions about why the current way is not getting the job done. Old Sarge.
- 17. Then build a desire for change Editor B
- 18. Develop a coalition of thought leaders to start to build a desire for change.
- 19. Discuss the kind of work life improvements that are possible cote
- 20. The next dimension is the individual. You must get the individual involved trained and confident in his or her abilities planet a.
- 21. At first people are unmotivated and lack confidence Planet a
- 22. Attitude: No previous experience and lacks motivation or confidence to complete the task. Planet a
- 23. Ability: Low skill level i.e. no training, lacks understanding of how to complete the task. Planet a
- 24. Managing: Directing - One-way communication where leader tells and shows follower what to do, and closely supervises them doing it. Planet a
- 25. Then they are motivated but lack confidence. Planet a
- 26. Attitude: Has desire or incentive to complete task. Planet a
- 27. Ability: Low skill level. Planet a
- 28. Managing: Coaching - Two-way communication where leader directs what needs to be done, seeking ideas and suggestions from the follower. Planet a
- 29. Next they have confidence but may not be motivated. Planet a
- 30. Attitude: lacks confidence or perceives task as high risk Planet a
- 31. Ability: Can competently complete task. Planet a
- 32. Managing: Supporting - Leader focuses on motivation and confidence issues and leaves task decisions to follower. Planet a
- 33. Finally they are motivated and confident. Planet a
- 34. Attitude: Experienced in completing the task. Planet a
- 35. Ability: Motivated to complete task independently. Planet a
- 36. Managing: Delegating - Leader provides high-level direction only and further involvement and decision making is controlled by follower. Planet a
- 37. The third dimension is the infrastructure. You must get the mechanics of the program running correctly
- 38. First there is the system installation. (BPR, selection and procurement is a separate topic for another day). dannytentacle
- 39. Primarily IT ChrisDag
- 40. Maintenance must be involved
- 41. Questions to ask. Things to talk about. Marco Bellucci
- 42. Next is the stabilization phase nickjohnson
- 43. Goal is to get the fundamentals working right. IOSH
- 44. Questions to ask. Things to talk about.
- 45. Then there is the fine tuning phase LadyDragonflyCC -Loving the Summertime!!!.
- 46. Goal here is to optimize the use of the system. an-k
- 47. Questions to ask. Things to talk about.
- 48. Finally there is the systematic improvement phase. ralphbijker
- 49. Now we can use the system to start make real improvements in the way we do maintenance kyz
- 50. Questions to ask. Things to talk about.
- 51. Remember Mark? theakshay.
- 52. He’s converting the maintenance department from a paper system to a CMMS. CMMS picture epSos.de johanloman
- 53. His goal is the CMMS fully implemented with support of a majority of the work force. English106
- 54. To do this he must understand the dimensions of change. .:. brainsik.
- 55. Jim Taylor 765-366-4285 jim.taylor@machineryhealthcare.com www.machineryhealthcare.com www.Blog.machineryhealthcare.com