3SCO Supporting Change Assignment
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Show More3SCO – Supporting Change within Organisations Introduction to E.ON
E.ON UK is a leading energy company and is amongst the big 6 energy suppliers. It was established in 2002 through the acquisition of Powergen and now has the second largest electricity generator in the UK and owns the second largest distribution network in the UK. E.ON UK employs over 10,800 staff and has 97 sites including customer contact centres, offices, wind farms, technology centres, training academies and power stations. E.ON UK is part of E.ON who is the world’s largest investor-owned energy service provider, where its headquarters are based in Germany. E.ON UK has over 8 million customers and has a vision to be our customers’ trusted energy partner.
Why E.ON…show more content…
This may have been because it was such a transformative change, whereas smaller changes would perhaps be approached by ‘consulting’ or even ‘joining’.
The CIPD (2010) states that the three essential aspects of successful change are “leadership, people and planning”. It is essential that any approach to change considers and incorporates these three elements. Communication is another vitally important aspect in managing change as employees should know what is happening and, more importantly, why it is happening. This links to ‘Unfreezing’ in Lewin’s (1951, cited in Leatherbarrow et al, 2010) Three-Phase Model of Change; If employees understand the reason for change, they are likely to have a more open mind with regards to accepting it.
When discussing different approaches to change the CIPD (2014) states that “organisational forms are themselves evolving. Therefore, the change management response will have to be adaptive”. Therefore highlighting that the approach taken to change management needs to be modified as appropriate to the organisation and the change that is occurring.
Behavioural responses to change
Although each person’s reaction will vary, it is useful to refer to Kubler-Ross’ (1960, cited in Martin et al, 2010, p313) Change Curve when looking at employees behavioural reactions to change.
It’s clear that change is complex and there isn’t a single solution to managing it. However, a number of key areas of focus emerge. Our transformational change research, in collaboration with the University of Bath, identifies ten techniques, across three themes, which can be applied to a variety of change management scenarios to enhance the effectiveness of change programmes.
Designing the transformation
Reading and rewriting the context
Leaders and designers of change need to be able to ‘read’ their context; to evaluate it to identify aspects that hinder change. They then need to design change programmes which first put in place initiatives to rewrite or rewire their context in a way that overcomes obstacles to enable the desired change.
Aligning strategy and culture
For transformation to succeed, designers of change need to align strategic and cultural aspirations. Using the new strategic goals of the organisation as a starting point, they need to identify a new supportive and goal-consistent culture in terms of beliefs and behaviours.
Radical change opportunistically
If open discussion and debate is encouraged in the top team this enables more proactive, opportunistic change to happen, as executives become more open to breaking with the past and transitioning out old business models as they become irrelevant.
Techniques for building understanding
Ambiguity and purposeful instability
Transformation can be facilitated if a change vision is ambitious yet also presented in ambiguous terms, with the deliberate intent of encouraging individuals to actively question and attempt to make sense of their situation.
Narratives, storytelling and conversations
Narratives and stories can be used as devices to make the content and implications of new strategies easier to understand, enhancing individuals’ ability to translate change into meaningful actions for themselves.
Physical representations, metaphors and play
Use of objects, metaphors, symbols and pictures - maybe as part of playful design as an alternative to traditional and often rather dry change workshops - helps to engage individuals and to enable them to translate change rhetoric into meaningful change-related actions.
Managing the transformation
Rather than implementing change through authority and control, in new forms of leadership transformational change is achieved through negotiations and social interactions with organisational members.
High levels of trust will deliver the enabling conditions in which significant change can thrive. Change leaders need to emphasise their trustworthiness by demonstrating their competence to design change intelligently, and their benevolence and integrity in the way they attend to the needs of the business, employees and the wider community. HR and L&D systems and processes designed and administered in a fair way, help foster trustworthiness in the organisation.
Voice, dialogue and rethinking resistance
In more democratic workplaces, the actions of employees who raise concerns about change should not be labelled as resistance, but instead reframed and reinterpreted in terms of legitimacy of employee voice.
Emotion, energy and momentum
Change is often an emotional process and so emotional awareness by those leading and designing change is required to anticipate and plan for reactions. Those managing the change must also maintain levels of energy and momentum throughout the change process.