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n Do our managers understand and apply the principles of change
dynamics as they apply to this company with its unique culture?

n Have we developed our own process of change?

n What is our evidence that it works?

n Is there a better way?

An example from FedEx (described in detail in Chapter 4).

1. Have work groups affected by change specify what is in it for them if
“rough change concept” is effectively implemented. So that they feel
as positive as possible about the change from the very beginning and
are determined to make it work. Should not employees feel the same
way about training? Should they not evaluate training in terms of
“what is in this for me?” – and if the answer is “a day or several away
from the workplace” is there not something seriously wrong with both
the workplace and the training?

2. Specify concerns not as grievances, but as problems to be solved in
order to enjoy the benefits of change. Avoid “war stories” and “hidden
agendas”, but involve people in thinking through what barriers to
success will have to be removed.

3. Have teams self-select to find solutions to anticipated major
difficulties. Let those with the greatest interest and motivation take
responsibility for finding solutions and build the commitment to
making solutions effective.

4. Incorporate solutions into change plan.

5. Refine and implement change.

Focus must be on no more than one or two strategic priorities at
a time.

n Are we ever guilty of piling change on change to the degree that
none is given the time or concentration that it needs to work?

n What systems/attitudes do we have in place to avoid repeating that
expensive mistake?

n How specifically will we ensure that everyone focuses on what is
important right now in terms of achieving the strategy?

n Have our people learned the value of focusing on developing our
strengths rather than mitigating our weaknesses?

n Have we developed a culture of ongoing improvement rather than
blame fixing?

Top management must sponsor the initiative because it is a
change initiative and if top management do not drive change,
who does?

198 Key management questions