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International World Change

In: Business and Management

Submitted By alvarourrutia
Words 1972
Pages 8
Executive summary
The issue of losing market share to our competitors is a big reality at present. This is due to late introduction of new products to the market. This has lead to the need to perform change and innovation by developing and establishing a protocol that will aid the company in releasing new product in a timely and efficient manner.
Our current process of new product manufacturing requires a change in protocol in order to allow our organization to become more efficient and successful.
To develop this new protocol, the help of key stakeholders will be required.
I will require the stakeholders to meet twice a week for one hour every meeting, for a total period of three months to develop such protocol.
The following report will describe the below points: * Challenges, Transition Process & Change strategy * Hierarchy of Needs Analysis, Implementation Analysis, Loss Management * Successful Implementation and Celebration Strategies
Our company is currently facing tough economic times. We cannot afford to continue losing market share to our competitors due to inefficient manufacturing processes when introducing new product to the market.
I believe that this project will be a milestone for the company which encompasses the mission of exercising continuous improvement towards excellence.

Table of Contents Executive summary 2 1. Part A - Challenges, Transition Process & Change Strategy 4 1.1. Challenges 4 1.2. Transition Process 5 1.3. Change Strategy 6 2. Part B - Hierarchy of Needs Analysis, Implementation Analysis, Loss Management 7 2.1. Hierarchy of Needs Analysis 7 2.2. Implementation Analysis 8 2.3. Loss Management 10 3. Part C - Successful Implementation and Celebration Strategies 10 3.1. Successful Implementation 10 3.2. Celebration Strategies 11

1. Part A - Challenges, Transition Process & Change Strategy 2.1. Challenges 2.2.1. Our project consisted of developing a new protocol to aid our company in ensuring prompt introduction of our products to the market; as well as, gain lost market share, increase operating efficiency and increase company credibility. 2.2.2. To ensure the success of this project, I required the commitment of key stakeholders which included: * Craig Rackwalsky our current Manufacturing Manager * Chris Newcombe our current Continuous Improvement Manager * Amrit Sadrah our current Plant Superintendant * Kathy Zenti our current Purchasing Manager. 2.2.3. Throughout the development of the protocol; key stake holders agreed on a common conundrum, that challenges will be faced when implementing this new protocol. 2.2.4. Such challenges included training, technology, manpower & funds 2.2.5. However there where two challenges that raised the most concern: * Production downtime * Employee acceptance & adaptability 2.2.6. In order to ensure the success of the newly developed protocol, it was imperative that each stakeholder had a sound understanding of these challenges. 2.2.7. To do that, the stakeholders were encouraged to document what each challenge meant in their departments. 2.2.8. The second time around, their thoughts would be presented to the other stake holders. 2.2.9. The third time around, the stakeholders would regroup and link their thoughts to form a new common understanding of the challenges and what it meant for the organization as a whole. 2.2. Transition Process 2.3.10. The first step required the stakeholders to describe the options available to transition our newly developed protocol through the "Neutral Zone". * To proceed, the stakeholders were required to understand the meaning of "Neutral Zone". * In this stage, people affected by the change are often confused, uncertain and impatient. Depending on the management of the change, they may also experience higher workload as they get used to new systems and new ways of working. * Despite these factors, this stage can also represent creativity, innovation and renewal. This is a great time to encourage key people to try new ways of thinking and working. * Having a common understanding of "Neutral Zone"; key stakeholders will have the tools required to develop realistic solutions to help guide people though this stage. 2.3.11. The second step was to identify key criteria to help stakeholders discover options to transition change through the "Neutral Zone". * Stakeholders agreed that the challenges mentioned in sections 1.1.4 and 1.1.5 would be used as their criteria to help evaluate possible transition solutions. * The group focused their attention on the two main challenges mentioned in section 1.1.5; reasoning being that in order to ensure successful transition and minimize risk, the people affected by the change needed to be on board; in turn, reducing the estimated production downtime.

2.3.12. The third step was to identify possible solutions to help transition the criteria chosen in section * This exercise resulted in the following options to help transition "employee acceptance & adaptability" * Involve people in planning the change. * Provide them with accurate and complete information about the change. * Give people an opportunity to discuss their concerns and objections. * Ensure we are only making essential changes. * The decision making process involved a force field analysis followed by a decision making matrix to help visualize stakeholders thoughts. 2.3. Change Strategy 2.4.13. In order to observe a successful transition, stakeholders decided to employ pilot groups and monitoring groups as our change strategies. 2.4.14. Pilot group's benefits will consist of the following: * An effective approach to influence people by involving them in the change process. * Provides an opportunity to test out new protocol and to demonstrate the rate of success of the new protocol. * Hawthorne effect - success arising from "being special". 2.4.15. Monitoring group's benefits will consist of the following: * Assesses the impact of decisions as they proceed through transition. * Performs objective data gathering regarding the efficiency of the change and the response of the people in the organization. * Involves a wide cross-section of the organization. * Positive force in heading off rumors and misunderstanding.

2. Part B - Hierarchy of Needs Analysis, Implementation Analysis, Loss Management 3.4. Hierarchy of Needs Analysis 3.5.16. This section of the report will illustrate how our change strategy may impact people in the organization. 3.5.17. There is a psychological context attached to every change that requires the support of human beings. People must be given the opportunity to understand, reflect and adjust to any proposed change. This way, positive change will have a higher success rate by transforming resistance into acceptance during the transition of such change. 3.5.18. Stakeholders felt the need to better anticipate how our organization will react to our proposed change. To do that Maslow's hierarchy of needs was employed. 3.5.19. Maslow's hierarchy of needs is a population of needs, at different stages, that satisfy people in our organization getting us a step closer to a positive change. 3.5.20. The following table will illustrate stakeholders thoughts on the organization hierarchy of needs.
Table [ 1 ] - Maslow's Hierarchy of needs NEEDS | IMPACT | Self - Actualization | * Signs of low morale and creativity may be present * Misunderstanding of change may hinder peoples full pottential | Self - Esteem | * Change in people's perception of value and recognition * Signs of low attention to detail in our product. | Social | * Current work related relationships may change * Sense of belonging and acceptance may change | Safety | * Higher levels of stress may hinder safe productivity (body) * Escalated worries regarding current employment * Health and well being of senior staff may be impacted | Physiological | * Potential working hours change * Additional learning workshops * Change in their current working duties | 3.5. Implementation Analysis 3.6.21. After glancing at the impact that may occur when implementing change in our organization; stakeholders decided to develop implementation strategies that would reduce people's anxiety while transitioning the change. 3.6.22. To develop the strategies, first stakeholders needed to assess where people were in the transition process. Based on that assessment, they will be able to develop their strategies. 3.6.23. The assessment directed stakeholders to tackle four behavioral stages to help ease people's anxiety. 3.6.24. The following table will illustrate this section
Table [ 2 ] - Behavioral stages implementation strategies Behavioral stages | Implementation strategy | Shock | * Stakeholders to aid people to identify themselves with change * Stakeholders to give proper information to people * Stakeholders to provide visible support at all times | Defensive retreat | * Stakeholders to aid people to identify how to implement current work activities to new process or aid them to understand how to let go. * Give information about things that are not changing * Provide safety to risk | Acknowledgement | * Stakeholders to provide decision making as support and structure to aid people in exploring their new challenges * Stakeholders to continuously encourage people by emphasizing everyone's learning curve | Adaptation and Change | * Stakeholders to establish feedback workshops * Stakeholders to ensure that information travels in both directions * Stakeholders to ensure that change corrections can be made when necessary |

3.6. Loss Management 3.7.25. Loss could be considered to be the equivalent of the statement of "every action has an opposite and equal reaction" 3.7.26. Pertaining to our proposed change, loss could be identified as position, power, relationships and flexibility. 3.7.27. People react emotionally first and it is important to acknowledge their feelings. 3.7.28. Stakeholders felt the need to recognize loss by demonstrating understanding before asking people to commit to this new process change. 3.7.29. Stakeholders understanding included, people's world disruption, fear of greater loss, personal feelings and information exchange regarding the process change. 3.7.30. Stakeholders felt that by demonstrating such understanding, we would drastically reduce the grief reaction and help it transition to acceptance and reach the future state in good standing and minimum risk. 3. Part C - Successful Implementation and Celebration Strategies 4.7. Successful Implementation 4.8.31. All projects require some sort of metrics to gauge the level of success after implementation. Stakeholders were required to develop a gauge system that will measure the successful implementation of this new developed protocol. 4.8.32. To do that, stakeholders agreed in measuring the following criteria: * Overall time taken to release our product to the customer. * Overall operating efficiency; measured by the rate of production, on time purchased items, man hours taken to manufacture our product. * Overall operator satisfaction; measured by a survey rating the hierarchy of needs of each employee mentioned on table 1 under section 2.1.5 4.8.33. The results of this metrics will grant the stakeholders the ability to put a success rate to their efforts.

4.8. Celebration Strategies 4.9.34. Stakeholders felt the need to recognize people for their understanding and their participation throughout the project. 4.9.35. This celebration will not be only for those directly involved in the project. But, for all individuals of the organization so that they can appreciate what the company as a whole is doing to rise on top of the competition. In turn, increasing operating efficiency, generating more profit, gaining market share and more importantly being able to provide better care for the employees. 4.9.36. The celebrating strategy chosen for this specific project is as follows: * Take the afternoon of a Friday to gather all of the employees for a BBQ lunch * In that BBQ stakeholders will recognize colleagues who provided assistance, support or informal leadership that aided the success of the project. * Stakeholders will take the opportunity to explain the importance of this project and the impact it has on their daily work. * In closing, stakeholders will announce that change is an integral part of success and that the company embraces that initiative. In turn, launching a new reward program for employees who consistently contribute to the company through extra effort and ingenuity.

[ 1 ]. William Bridges, Managing Transition: Making the Most of
Change; and Scott, C.D. & Jaffee, D.T., From Crises to Culture Change…...

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