Challenges in executing the responsibility
1. Transformation is a process that requires commitment and energy. Breaking the notorious cycle that retards development is challenging as it often brings hostility, dispute, and disagreement.
2. Execution begins with an attitude change. Attitude is a multiplication of resistance and skills. The higher the resistance, the poorer the attitude. Resistance has to be fought with the education provided via explanation, clarification, and disclosure. Time and again, people change when they know and understand. A few who know, apprehend and cognize but never change have flourished to core resistance.
3. Personality is a sum total of motivation, affect, temperament and intelligence. While temperament is the fundamental basis of personality that hardly can be modified, motivation and affect are highly modifiable with knowledge and experience. The higher the intelligence, the simpler, the process of personal transformation.
4. Bringing innovation to the system requires a multitude of transformational efforts that have to be put together with the myriad of creative forces. The real challenge is for one to be sure that the changes are good for all before he can convince the others. Group motivation is helpful since through friendship can we create the ‘illusion’ for the moment that we are not alone. Hopefully, it is not just an illusion but a fact and reality.
5. Self- and group-interest has to be set aside. An organization has to prioritize the company interest at the expanse of individuals self-interest. Though Adam Smith is very explicit about self-interest, like what had been written in his book, ‘The Wealth of Nations’:
“It is not from the benevolence (kindness) of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest.”
Life has proven him wrong. Some behaviors are not made to suit Adam Smith’s legitimate self-interest theory. Some illegitimate behaviors are expressed in the form of deceit, coercion, and violence; seeking own benefit, enrich oneself at the expense of those around them. This type of self-interest is usually condemned and disapproved.
6. Managing the dynamic of change is crucial. In the process of change, sabotage of various kinds such as withholding information, taking a position of passive resistance, morale-crushing hallway conversations may hold up progress.
7. Jerry Jellison’s described 5 stage theory on the dynamic of change, namely:
Stage 1. Static Quo: Staff develops fear, anger, and self-doubt. The consequences at the first stage are the loss of job and financial loss.
Stage 2. Taking the Plunge: Action taken at this stage is panic and escape mechanism.
Stage 3. Bottoming out; This stage of discouragement is followed by relief after corrective measures are taken.
Stage 4. Going confidence: This is manifested by a feeling of pleasure and self-confidence.
Stage 5. Mastery is when people are feeling joyful and develop a sense of renewal following the successful turnover or recovery.
8. In order to manage change, staffs need to be told to:
– understand goal/vision/mission of transformation agenda
– recognize the necessity of change
– acknowledge challenges
– show irrevocable commitment
– layout a strategic plan for their unit and organization
– promise support and
– express their confidence
9. Managers have to communicate the specific action to the ground staffs, lay down the front-loading benefit and embark on simple, direct path – he must remove the barriers and obstructions as well as provide his personal assistance.
All the best.