Recognises and responds to the need for change, and uses it to improve organisational performance.
Identifies ways in which the organisation needs to change. Personally champions change and encourages and supports managers to make it happen.
- Makes sure the organisation responds quickly to outside requirements.
- Identifies changes that will improve the organisation’s performance.
- Identifies areas within the organisation that need to be changed.
- Uses gap analysis and other techniques as a basis for introducing change.
- Involves staff in developing the vision for the future.
- Encourages managers to take responsibility for change.
- Provides support for managers who make change happen.
- Supports and encourages people who question traditional ways and propose better alternatives.
- Makes sure that change does happen.
- Champions change - shows a personal belief in and commitment to change.
- Does not introduce change unnecessarily - assesses the likely benefit and effect.
- Challenges the way that things are normally done.
- Sticks to the job description so strictly that they cannot be flexible.
- Finds it difficult to cope with change.
- Resists change.
- Wants to keep things the way they are.
- Does not understand the need for change.
- Prefers routines and tried and tested ways of working.
- Is quick to say that change is not working.
- Does not listen to the reasons for change.
- Does not want to be part of any changes that are being introduced.
- Discourages people from questioning traditional approaches.
- Ignores or talks down suggestions for change made by others.
- Does not promote change to staff.