Some would argue that change management strategies and tactics are synonymous across the public and private sector. While the overreaching principles are the same, each organization must take into account things like culture, unions, employee mindset and the abilities of leadership to drive changes.
With ERP implementations we often find that resistance to change is often driven by fear of the unknown. This translates to the need for clear and understandable communications around goals, impacts, timetables and overall implementation details. In the public sector, these shared issues with the private sector can be exacerbated by budget constraints, rules and regulations, employee morale, accountabilities and, in some cases, lack of motivation.
Malcolm Higgs University of Southamptom. In a world of rapid changes, transforming economies and financial markets, reforming governments and societies and increasing environmental strains, we are in need of a higher change capacity of public organizations to meet more complex demands. Although the exact percentage of change failure recently has been challenged Hughes there is clear criticism on the way organizational change is researched up till now as the issue of change is complex Higgs and Rowland , ambiguous Hughes and highly context dependent Pettigrew, Woodman and Cameron In line with these critiques several authors, also in the field of public management, addressed the changing content and context of organizations as a factor of importance to the consideration of change e.
By and Macleod, Nevertheless, when reviewing the broader change management literature it seems evident that change, more and more, is a multi-level and multi-faceted phenomenon, requiring both scholars and practitioners to rethink and reshape change management. Hence, perhaps it is time to focus on the leadership of change rather than the mere management.
With leadership comes a different set of purpose and responsibility, and a focus on the individual and ethics. We propose that submitted papers would be situated broadly in one or more of the following themes:.
Managing Organizational Change in Public Services. International Issues, Challenges and Cases. Up Panel descriptions Panel 1: Critical junctures for or against change? Public professionals and their new connections Panel 3: Public and Political Leadership Panel 4: Strategic HRM in the public sector Panel 5: And all of those simultaneous, often intense pressures are focused on a sector where resources are limited, and likely to become more so. The good news for public sector managers is that change management is a tried and true concept, backed by a couple of decades of visionary thinking and hands-on experience.
Which means that when the going gets tough, the tough can fall back to first principles, making maximum use of in-house knowledge and technology to get the job done. The first pillar of change management is continuous assessment.
You should never stop asking yourself and your team what your organization does and why, how you can do it better, and what you would do differently if you had the chance. You can gather valuable information by comparison and imitation, finding out what similar organizations do, or using your wider sector as a benchmark.
At every step, your own business intelligence BI systems—the software that collects and analyses the masses of data available to you, then brings it back as actionable intelligence—is the not-so-secret weapon that can help you decide the best path forward. The second pillar of any change management process is to gain the agreement—or better still, the enthusiastic buy-in—of your senior executives.
Your job as a team leader is to keep open lines of communication, deliver the analysis and feedback your decision-makers need, make a clear-cut case for the change you envision, and build the network of support that will make it a success. This is an area where the wrong information technology can hold you back, but the right system will help you fly.
But you can make the job more manageable, their success more attainable, by giving them the tools to do the job. As much as the actual transition team depends on interaction, information-sharing, and pertinent, up-to-the-minute business intelligence, those precious resources are even more important as your plan takes shape.
Unfortunately, such comparisons pay little or no attention to the management of change processes within the organizations subject to these sector changes. Build Executive Buy-In The second pillar of any change management process is to gain the agreement—or better still, the enthusiastic buy-in—of your senior executives. Ann Casebeer University of Calgary. This is an area where the wrong information technology can hold you back, but the right system will help you fly. For example combining the institutional theory, as being highly context aware, with the generic change management literature both in terms of planned and emergent change , with its detailed attention for process and behaviour may jointly help to gain a better understanding of the complex multi-layered phenomena of change in both the public and private sector.
The actual drafting is just the first step: