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What is the Harmony Consulting Approach for Organizational Transformation?
Approaching an organizational initiative for positive change is never an issue to be taken lightly. There has been a history of fads du jour that has created an ingrained cynicism and mistrust of anything that smacks of being a "program." A reaction I have often observed is, "And this, too, shall pass... until the next 'wild' idea." An executive team not only needs to buy in, but will need to make key decisions and take the lead in working out the ramifications of any organizational initiative in their particular areas of responsibility. In the 21st century, customer sophistication and intelligence coupled with technological advances give organizations no choice but to strive towards creating and providing excellent products and customer service. The "bigger... better... faster... more... now!" mentality and relentless daily stress require unprecedented care in dealing not only with the psychology of workforce individuals, but also the psychology of a work culture's resistance to needed change. The time is past for quality to be either an "add-on" to current efforts or a new arm in the organization creating excruciatingly formal machinery and unneeded overhead to manage extra projects for which... guaranteed... no one will have the time - or is it priority? Any learning needs to be integrated into daily operation, both administrative and production. Executives Must Take the Lead My initial recommendation is for the executives initially to work on these principles through their peer relationships and front-line interactions in daily operation Unless management demonstrates its personal commitment to change, it is all too easy to fall into the trap of creating a training "juggernaut" for the masses (with management receiving the "20-minute overview"), which will only create cynicism and confusion in the front-line culture. It is imperative for them to realize that they are better off investing nothing than making a token effort. If the decision is made to proceed, I recommend a three-step process where evaluation is made after each whether to continue. What is the three-step process? Coaching Post-retreat individual and follow-up team coaching is available on a customized basis to create ongoing skills development. The emphasis would be primarily on the skills from the Dialoguing Honestly About the Issues & Developing the Organizational Communication Infrastructure for Results retreats. There would also be dialogue about recent difficult work situations and dealing with management issues resulting from the new direction. |
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"Excellent-best and most valuable of the conference." Participant comments from a seminar at the Association for Quality and Participation’s national conference |
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| email: davis@dbharmony.com |
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