 | Making Sense of Change Management 2nd Edition. Cameron, E., Green, M. (2009) Kogan page Limited. UK & USA. Pages 335-336 |
 | The Talent Powered Organization: Strategies for Globalisation, Talent Management and High Performance. Cheese, P., Thomas, R. J., and Craig, E. (2008) Kogan page Limited. UK & USA. Pages 183-184 "Some interesting tools are emerging that can help with some of these analyses. A Sydney-based company, ChangeTrack Research (CTRE), has created a very powerful surveying and analytical approach to understanding the drivers of change. As its research progressed, it became clear that the factors that most influence the progress of change are similar in characteristics to the broader factors that influence engagement. Indeed, one of the dimensions CTRE measures for managing change is engagement of the workforce. The analysis also picks up leadership at different levels, and identifies a very important construct of ‘turbulence’ – how many concurrent changes are happening, and how much confusion and concern this generates. Many organizations would recognize such turbulence as an important issue in the levels of motivation and engagement. The fundamental observation noted by Warren Parry CEO of CTRE, is that in all organizations, across the many dimensions in CTRE’s analysis, people always cluster in clearly observable groups. Each group will have some common demographic elements – not surprisingly, some recurrent groupings are defined around attitudes and concerns at top management versus middle management. However, it is also easy to observe other factors at work across organization units. The different groupings can then be characterized, much as Tesco was able to do. For example, in analysis within Accenture we could characterize some groups as ‘sleepy in success’, while others appeared to be in a ‘crisis of confidence’ or ‘battling it out’. Clearly we needed a different strategy to engage each of these groups.Such analytical techniques can start to provide much greater insight in addressing not only engagement, but other issues such as leadership capability, willingness and ability to change. These are the most difficult areas of talent to understand, but the most critical for high performance." |
