This is a model based on the classic perspective of organizational development developed by NTL Applied Behavioral Science to manage changes in human systems. The classic view is that the organization's mission—from planning to production to sales—is done at the highest level of productivity, and these tasks are supported by the high-quality relationships between the people responsible for them. With this in mind, a metamodel of the planned changes is provided. It is a model that believes in the availability of human systems and the people who live and work in them. Therefore, it requires collaborative strategies and strategies aimed at open communication and voluntary decision-making.
A model is a descriptive system of information, theory, inference, and meaning used to represent and support an understanding of a phenomenon. In the sense of using it here, Meta is a context or framework. The metamodel can then be understood as the framework or context of the model - albeit the model of the model. Therefore, the metamodel of the planned change is a framework through which any number of more specific models of how to manage changes in human systems can be understood and developed.
Our model is a three-dimensional matrix, and the horizontal axis represents the five iteration phases of any planned change project. The diagonal axis provides four levels of human systems - individuals, relationships, groups and organizations / communities - and horizontal dimensions can be applied. Although straightforward, these two dimensions are difficult to use; that is, there is no vertical axis. The vertical axis describes eight disciplines that can contribute to the success of any particular program's transformational efforts. The last page of this article provides three dimensions of the graph.
Plan the stage of the change process
The various stages of the planning change process are contracting, data collection, intervention, evaluation and disengagement. They are not discrete - they overlap and are iterative. Usually, they must be coordinated at the same time, because each can trigger a need for another. Any stage can lead to any other stage. Data collection, intervention, assessment and disengagement can all lead to re-signing.
Contracting
People in several different roles make planned changes. This includes those who have direct decision-making power over a portion of the system or system, as well as those who work or live in the system without direct decision-making authority. People outside the system convened for this purpose can carry out planned changes. No matter what role they play, we call those who undertake the change project. Change agent from
Either Change leaderfrom
. Similarly, despite this role, change leaders must sign change contracts with other members of the system.
Contracting is the process of reaching an agreement with those who are critical to the success of a change project. If the change agent is the person making the decision, the agent must sign a change contract with the person living and working under that authority. If the change agent works or lives within the system without decision-making power, the person must first sign a contract with the authority to make the required changes. They can sign up with other key personnel in the system. Similarly, people from outside the system must first sign a contract with the system owner and they will contract with other key personnel.
When it is necessary to make changes across the organization, or when local changes have an impact on the entire organization, it is best to change the contract at the highest level of management. This level of contract utilizes the greatest accountability rewards and penalties - to achieve the required changes. The most effective change is made from the point in the system that has the greatest impact on the minimum effort.
A valid change contract must specify the following:
- The goal of change is clear, internal and consistent, and has a systematic and human value orientation. The most effective goal of change is fully in line with the well-being of the entire system and its members.
- The project leader [customer] and process facilitator [consultant] have clear and clear roles. It is important that the project leader has primary responsibility for the change system. It is also important that the project leader understands that he or she is supporting the process facilitator there. The process facilitator [consultant] must have the necessary skills to support the project leader in the five phases and eight disciplines that effectively use the metamodel.
- Collaborative, inclusive, and consensus-building change processes. These processes should be aligned with the human values of change goals and create the level of commitment support needed for successful projects.
data collection
Once the initial contract is established, the cautious change agent will adhere to the data collection phase. This process has many uses:
- It provides important information for the effective planning of specific interventions.
- It stimulates the energy of the organization and prepares for what is happening.
- It provides some initial authorization guidance for those who collect data from it.
Data should be collected about:
- What works in the target system?
- What needs to be improved within the system?
- What has been done to promote improvement?
- What are the obstacles to this attempt?
- Response to change objectives and its causes.
Intervention
The assumption implicit in the concept of human system licensability is that by improving relationships within the system, its leaders and members can begin to identify and resolve their own problems and create any changes they wish in the process. This may mean improving the structure of the system, the relationship between groups and individuals, and resolving conflicts. At the interpersonal level, there are often some changes that need to be taken to help resolve internal conflicts that plague many system managers and managers.
Interventions as a phase of the entire change process are actions aimed at improving the internal relationships of the target system. They are open communication and develop a more informed and inclusive decision-making process. Various forms of intervention include feedback to the system, team building, strategic planning, training, conflict management and mentoring.
Group promotion and conflict management are important skills necessary to design and implement these interventions. Both skills require in-depth use of listening and speaking skills. Keeping in mind the impact on the overall system, system positioning is critical. Of course, the ability to be flexible and adapt to any particular situation is critical. The first use of consciously using the self as a program change discipline is noteworthy and is described in the section on program change discipline below.
Evaluation
The evaluation phase informs the results of the change agent and system interventions. This is an ongoing process because it is a specific phase. In essence, the assessment is a feedback-based data collection process. This feedback will provide change leaders with critical information about how the system responds to interventions and how they design the next intervention to increase efficiency. This concept is significantly different from using feedback as an ineffective means of making someone change. It is more useful as a means of determining the quality of a relationship in which a particular change action has been or has not been stimulated. In essence, feedback is an evaluation process that can also be used to collect data about what can make the next change action more effective.
The assessment process can be as simple as asking about how certain things are working and what might be doing better next time. A more formal group process can take the form that everyone will answer an evaluative question, for example, "What do you know about the planned changes this weekend?" A system-wide assessment can be conducted at the end of the change project and at regular intervals. To see how much endurance a system change might have. It is best to incorporate the evaluation feedback process into the ongoing routines of the system to monitor the specific and general well-being of the system.
relief
The process of completing or ending a change project is only moderately discussed in the planned change literature. The typical disengagement process for change project participants may include ending the assessment meeting, learning statements collected from the project, and celebrating any success achieved.
In addition, change leaders - task owners and process facilitators - should get together and formally agree that the project has been completed or otherwise ended. You can share additional and personal feedback about what works well or not, and the different ways you might take it in a future project. The celebration must be orderly.
Proper closure and disengagement allows the system and its people to learn from their participation in the project and to let go and effectively carry out the next steps.
Discipline of changes in the human body system plan
In order to create effectiveness in each of the defined stages of change, the following eight disciplines are offered. They directly support the concept of feasibility of the human system and the people who live and work in it. Therefore, they also support the use of collaborative strategies and strategies designed to communicate openly and agree on both sides.
Use yourself consciously
The main tool for anyone who wants to manage changes in the human system is...
Orignal From: Metamodel for planned change
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