A change for the better

Abstract

Purpose

This paper aims to look at a recent delivery by Oakridge Training and Consulting of a programme to enhance the ability to deliver change management at Contour Housing Group.

Design/methodology/approach

The paper looks at the background to the need – the client's own research, which highlighted employee concerns regarding the management and communication of change – and outlines the development of focus groups to understand more about the need and to develop a strategy for learning.

Findings

Understanding the need for change is the first step to its acceptance. Yet all too often managers are frustrated by a lack of employee vision. It is probably the case that they see things in a different light and there is a real need for the rationale for the change to be substantive, well thought through and credible. Imposing change without communication and consultation serves only to widen the understanding and communication gap. To avoid this, employers need to consider what they are doing to help employees' understanding and ability to manage the process – how are they avoiding the guesswork? They must also consider what they will continue to do. Change management does not end after the announcement of change plans, it is really only the starting‐point.

Originality/value

Oakridge designed a bespoke programme that was delivered to 60 managers at different managerial levels within the company. Included in this paper is some early anecdotal evidence of the programme's success from those attending. It is supported by a best practice guide to change management, based on Oakridge's experience in helping organizations deal with change.

Citation

Fraser, J. and Hemmings, C. (2010), "A change for the better", Strategic HR Review, Vol. 9 No. 2, pp. 25-31. https://doi.org/10.1108/14754391011022235