FORMULATING DIRECTION FOR CHANGE
1. The group now moves to the next element of the change process. Here they consider these questions: How do we plan to change the level of injuries in the organization? What must we think about and do to support our beliefs, philosophy, and principles – our values as they relate to the increase in injuries?
2. They begin to think about concepts. Concept here can be deined as “an idea we pursue and how we would like things to be.” It is a stated vision of the future that will inspire people in the company and all other stakeholders.
3. The concept is developed, along with the concept's meaning for stakeholders – a necessary element if shared purpose is to be achieved. Everyone, after all, must be able to see a beneit to themselves when their company changes direction. The concept in the example at hand is stated as follows: “Zero injuries is the goal for the company.” This is a powerful (because it is clear) view of a future – one in which all stakeholders can see something for themselves.
4. The leaders are satisied that their work so far has resulted in a concept that will move the company towards a more forceful statement of intent on the subject of safety. The leaders, quite simply, are demanding action. This direction will be somewhat less democratic than before, but it will not entail a change in culture or leadership style.
5. The next step is to develop some strategic intents with the goal of providing more actionable steps for the company's employees. This means developing a few additional strategic intents and not throwing out the present strategy, which has long been, “All people will work diligently to continuously improve safety performance.” The strategic intents developed from this process are as follows:
• The company will consider the safety implications for our people in all forms of work. If the work cannot be done safely, it will stop until it can be made safe.
• The development of our organizational functional competence on behalf of all stakeholders, especially employees, will take into account the implications of doing no harm to people.
IMPLEMENTING THE CHANGE
The inal step in the change process model takes a very long time for the group. They recognize the importance of it. They also recognize that they have done good work in terms of crafting a reinforced set of safety values along with a more speciic (but additive) descriptor of a future state related to safety in the workplace. They have decided that the implementation actions they are about to develop next will have to be prescriptive, but in a way that will not damage the organization's culture, which is developmental, aimed at continuous improvement, and develops leaders.
In the end, they establish the following three action steps. These will be communicated to the stakeholders – speciically, the employee stakeholders
– for immediate implementation.
1. The company expects that all work will be done safely. If this is not possible, every employee has the obligation to stop the work and participate in making it safe.
2. All employees will act as their work partner's “protector” or “brother's keeper” by ensuring that work is carried out in a safe manner.
3. Safe conduct and working safely will be conditions of employment in the company.
There will be other speciic detailed actions that low from these highlevel actions. Each department or function will have speciications that low from these.
The senior leaders feel they have beneited from applying the change process model thoroughly and effectively. It has allowed them to formulate a set of actions that have the potential to transform the existing unacceptable situation in a way that will not damage the company's culture.
In summary, the change process model can be used in its entirety, or selected parts of it can be used in speciic situations. It can be used by large organizations that are contemplating large or transformational changes or by small organizations contemplating small, incremental changes. Finally, it can be applied to processes of incremental, continuous, or transformational change. Change requires thinking and doing. Role model leaders need to be disciplined and systematic as they seek to improve the lives of others. Again, I remind the reader that thoughtful, complete thinking about all things, when done effectively and “up front,” will create better results and the results will
happen more quickly because there will be no wasted actions or restarts.