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V It adds value to the experience of managing

change.
V It emphasizes learning from all aspects of the
effort and leads to decisions about managing
future change.
V It contributes to the companyǯs growth because
it allows new benefits to be fully appreciated and
mistakes to be understood and corrected.
V Managers of change have the task of squeezing
the last drop of information from any events
which may contribute to the change which they
are managing.
V Managers of change must recognize that
sometimes people are dishonest; at other
times they are misguided; but on most
occasions they are simply too close to the
data to draw the wisest conclusions.
R—candinavian Airlines launched an initiative in 1991 to change the
company from a production to a customer focus orientation.
R This required training 20000 employees
R —enior company leaders personally trained 800 high level
managers in company vision and strategy
R Tina Kaplan and HR person is among four person project group
guiding this change
R Apart from training of 800 managers, 23 potential trainers were
also selected with a profile of customer focus excellence.
R The program was designed in such a way that the team lived with
these potential trainers and emphasized upon presentation giving,
problem solving and interactive games. Emphasis was on watching
them interact with people rather than interview them. This gave the
team information about their creativity, social and leadership skills.
V This way the evaluation method matched with the needs of
their program.
V The trainees then were used to train 20000 employees.
V A two month program was evolved with a detailed curriculum
for first five weeks.
V On the very first day, Tina realized that something in the training
was missing; the President had emphasized upon motivating
people on the front line to focus on the customers. This was a
complex issue because you cannot tell people to be motivated
and expect success.
V Ultimately she had to redesign the training to train them to
empower and inspire their colleagues on the front line
V This interim evaluation after only one day of training led to a
change from programmed to process oriented learning.
V Her conclusion from this experience was to let go of my ideas
and let the participants show me what they needed to learn.
V P.79 (Oconnorǯs)
V In-depth evaluation of change
emphasizes four essential points:
u A summary of the goals and rationale for
change
u A summary of results
u Contrasts between these goals and the
results
u Recommendations for the future
Project description:
a. Goals for change
b. Rationale for these goals
1. —ummary of results:
a. Outline of the action plan
b. Data gathered from action steps
c. Description of methods used
d. Any unplanned results and problems
2. Contrast between goals and results:
a. Review of goals point by point against results
b. Discussion of whether the symbol of success is achieve
3. Recommendations for the future:
a. Benefits from the change
b. Mistakes to be avoided in future
c. Implications of the change

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