Implementing Strategy and Managing Change in Lancaster Fire Fighting Organization - Case Study Example

Implementing Strategy and Managing Change (Name) (Course) (Institution) (Instructor’s name) (Date) Table of Contents Table of Contents 2 1.0Introduction 3 2.0 Process of delivering change within organizations 3 2.1 ADKAR Model of change implementation 3 2.2 Dessler’s Model 4 3.0 Current literature on the process of managing strategic change 5 4.0 Existing best practice and implementation of strategic change management 6 5.0 Methods of monitoring impacts upon the implementation of change management 6 5.1 Prevention 7 5.2 Protection 7 6.0 Conclusion 7 7.0 References 8 1.0 Introduction Strategic change often involves big organizational projects such as development of a new technology or information system, acquisition or entry into a new market. It is associated with the improvement of an organization’s competitive advantage in order to enable the business thrive. This presentation is aimed at developing a process of delivering change within the organization to ensure that the Fire and Rescue service meets the public expectation, which is to respond to all foreseeable eventualities, without regard to whether this is appropriate to the Fire and Rescue service Act 2004 or not. 2.0 Process of delivering change within organizations Leadership is key to implementing change. In Lancaster fire fighting organization, change is faced with some resistance from the staff, since they believe that their line of duty is outlined in their legislation. 2.1 ADKAR Model of change implementation The Prosci Company in 1996 came up with a model known as the ADKAR, a model that has placed an influence in change management. 1. Awareness stage; which involves making sure the organization, is aware of the reasons why change is needed. 2. Desire stage, involves motivating the organization’s members to have the desire to participate in changing the organization. 3. Knowledge stage, rules out that awareness about the necessity to change is not enough but the organization has to know how to change. 4. Ability stage requires the organization to implement new behaviours and skills in order to realize change. 5. Reinforcement stage and calls for organizational reinforcement to sustain the changes. 2.2 Dessler’s Model Dessler (2000) also came up with various steps that can be applied to effect change within an organization. a) Creating a sense of urgency which enables the staff to overcome their traditional reasons for refusing to give in to change and bumps them out from their contentment zone. b) Creating a guiding coalition and mobilize commitment. Coalition helps to ensure commitment to achieving the intended changes (Boeker, 1997). c) Developing and communicating a shared vision. Development of a shared vision gives the direction to the intended change. d) Anchoring the new ways of doing things in the organizational culture. It is important that the organization maintain shared values. However, as changes take place, there may be need to have these values changed too, in order to have a match between the organizational culture and the change. e) Monitoring progress and adjust the vision as required. Consequently, appraisal has to be done at each stage of the change process (Dessler, 2002). 3.0 Current literature on the process of managing strategic change The precise definition of change remains controversial among different authors. Leana and Barry (2000) define change as a never-ending process of readjustment and re-adaptation, as man responds to the ever-changing circumstances behaviourally. On the other hand, it is argued that change is a continuous process of transformation and it is not necessary that man re-adjust to adapt to this change. According to Doherty & Horne (2002), the concept of transformational management & change is as entails: Develops a vision of change, which captures the attention of the organization Communicates the significance of what the organization is trying to do Negotiates consensus and commitment In order to effect change in any aspect, there has to be effective leadership. A leader is a person who guides and influences others, takes risks and moves forward before the others. Change is always bound to face some rejection or resistance as many people may find their old systems more effective than the intended change (Dessler, 2002). Resistance to change considered an important element in the change process since it helps generate information that can be used to develop more successful change processes (Piderit, 2000). Lewin created the first practical model of change that characterized change as a condition of imbalance between the restraining forces and the driving forces. Therefore, if these forces are balanced, change cannot take place. 4.0 Existing best practice and implementation of strategic change management Change management can be defined as a structured approach implemented to help transform individuals, staff or organizations at large from a current state to a desired future state. Hayes (2006) highlights a comprehensive process for attaining successful change within the organization. One of the steps involves creating a vision whereby leaders are required to come up with clear objectives that detail how the change process should be achieved. In this organization, strategic objectives and action items have been clearly outlined in the Risk Management Plan. The organization also collaborates with other public service departments such as the water services department. No single agency, public or private, has all the knowledge to solve complex problems in a dynamic and diverse society. Partnership helps in creating an integrated approach to delivery of public policy, overcoming departmental barriers, improvement of service delivery coordination and minimizing costs that result from overlapping policies. 5.0 Methods of monitoring impacts upon the implementation of change management A risk management plan contains a number of sections and provides a wide range of information regarding fire and rescue services. It also outlines the key objectives, their significance and how each objective is to be addressed. The Lancashire Fire and Rescue Service have formulated various Risk management plans (RMPs) and their final one being RMP for 2008/11. Various methods of monitoring impacts upon the implementation of change include prevention, protection and response activities such as security response and recovery activities. These techniques consist of the following aspects, which are more or less performed in order. These elements include: Identification, characterization and assessment of threats Assessing the vulnerability of threats Determination of the risk Identifying ways to reduce such risks Prioritizing risk diminution measures based on a specific strategy 5.1 Prevention Prevention involves identification, evaluation, and prioritization followed by synchronized application of resources to monitor, reduce and control the impacts of adverse events. 5.2 Protection Protection covers a range of activities aimed at ensuring that human rights are protected at all angles. By applying these methods, the UK Rescue and Fire Services will ensure that impacts connected with the implementation of change management are dealt with methodically (Piderit, 2000). 6.0 Conclusion Change within the organization is eminent in realization of the overall and long-term goals of an organization. It entails a process of implementing and delivering change. In addition, effective change is realized when the leader is prepared to lead through example and the employees are willing to accept change. 7.0 References Boeker, W. 1997. Strategic change: The influence of managerial characteristics and Organizational growth, Academy of Management Journal, 40 (1), pp. 152-170. Dessler, G. 2002. Management, pp. 302-306. Upper Saddle River, NJ: Prentice Hall. Hayes, J., 2006. The Theory and Practice of Change Management, 2nd Edition, Palgrave McMillan Leana, C.R. and Barry, B. 2000. Stability and Change as Simultaneous Experiences in Organizational Life. Academy of Management Review, 25 (4), pp. 753-759. Piderit, S.K. 2000. Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), pp. 783-794. Read More