Sustaining change : leadership that works by Deborah Rowland

Sustaining change : leadership that works by Deborah Rowland

By Deborah Rowland

According to a mix of 4 years study and functional program of the rising findings, this e-book explores the dilemmas relating to the growing to be desire for swap and the trouble in making switch paintings. --From publisher's description.

summary: in response to a mix of 4 years examine and sensible program of the rising findings, this publication explores the dilemmas concerning the growing to be desire for switch and the trouble in making swap paintings. --From publisher's description

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Master (complex and one-look) Master change approaches are characterised by having a very clear and strong central framework for the change effort. However leaders then step back to create the space for others to plan what has to be done and to deliver the outcomes. g. ‘Pathway to Growth’, ‘Forging our Future’), which everyone in the organisation gets to know about. However, the change does not have prescribed and controlled steps on what has to be done, unlike Directive. There may be certain broad interventions that need to be implemented, such as organisational redesign, or the implementation of new systems.

And we wanted to do it in a style that reflected our consulting philosophy and practice. To that end we adopted a Collaborative Inquiry approach. In this research model the mind set is one where the researchers and participants work together on the inquiry. They not only jointly participate in data gathering but also in the interpretation of the data and the 38 / SUSTAINING CHANGE: LEADERSHIP THAT WORKS development of further research questions. ’ would not be answered by simply collecting responses to a questionnaire or survey – we wanted to explore more deeply and tangibly what happens when organisations engage in change.

All the interviews were transcribed and then coded for a range of variables, including the extent to which the change story being recounted encompassed the four different change approaches above (the stories were also coded for individual leadership behaviour – the findings from which will be shared in the next chapter). At two interim debrief gatherings with participants, we felt we ‘were on to something’. The curiosity generated was palpable. We did not present the data as neat and conclusive; we wanted to share stories, and to have the participants present share their stories.

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