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Creating a Guiding Coalition
Often, programs aimed at change or renewal get the support of only a few people
and resources. In the initial stages this may be sufficient, but to progress,
and
attain successful change, wider support through additional resources and people
are essential. Generally, a coalition is formed to guide change in an
organization.
This coalition usually comprises the CEO and his team of senior managers, and
other managers and employees. The coalition should be powerful enough, in terms
of titles, information, expertise, reputations and relationships, to guide
change in
the organization. Whenever possible, the coalition should try to engage board
members, union leaders, and even key customers, to gain backing for bringing in
the necessary changes.
The guiding coalition in a firm does not always include the senior management.
Some times it has to operate outside the normal hierarchy (a coalition outside
the
normal hierarchy is chosen because the hierarchy no longer meets the purpose).
Such a coalition has to operate beyond set boundaries, expectations and
protocol.
This way of operating may pose additional challenges.
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A sense of urgency among managers eases the process of creating a guiding
coalition. This sense of urgency at the managerial level helps the top
leadership to
bring suitable managers together, and promote a shared understanding of
company’s problems and threats. Such an understanding creates trust and
facilitates clear communication among the coalition members. Undertaking an
offsite retreat for two to three days is a popular method for promoting a shared
understanding.
Organizations that succeed are characterized by teamwork at the top. The
highlevel team is led by a powerful line manager, and not by a staff executive.
Without a powerful leader at the top and an equally powerful coalition, the
forces opposing change can easily defeat the forces for change.
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Developing a Vision and Strategy for Change
The guiding coalition needs a vision or a clear picture of the future. The
vision provides the direction in which the organization needs to move.
Hence, it is referred to as the change vision. This vision should be easy to
communicate. It should appeal to customers, stockholders and employees. In
ordinary circumstances, the vision for change arises from a single
individual, and is often not clear. After a thorough discussion of the
vision by the partners in the coalition, the vision becomes more clear, and
the coalition can even chalk out a strategy to achieve the vision.
An unclear change vision can derail the transformation of
a company. Without a guiding vision, the efforts aimed at change are
fragmented, and amount to nothing more than confusion as they are often
incompatible. Efforts without a clear vision are bound to fail, even if
plans, directives, procedures, programs, goals, and deadlines are properly
laid out. The many details of transformation can confuse or alienate
employees unless they have a clear understanding of where they are being
led.
A change vision should be compelling enough to motivate
fundamental rethinking at all levels of the company. However, it should not
be impossible to realize. If the change vision is difficult to attain then
it will have no credibility, and change will never take place.
The success of a change vision depends upon the
circumstances in which the firm operates, and the leader’s ability to
communicate. The feasibility of a change vision depends to a great extent on
the ability of the leader to carry others with him. A leader who is good at
convincing people can make ambitious goals appear quite feasible. Judging
the feasibility of the vision also depends on a clear and rational
understanding of the organization’s strengths and weaknesses, the
environment in which the organization operates, and competitive trends.
Formulating a strategy that takes into consideration all these aspects is a
prerequisite to realizing the change vision.
According to Kotter, the success of a company’s
transformation process depends on how easily and quickly the leader
communicates the change vision to his employees and on how readily the
employees understand and take an interest in the vision.
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© Icfai Press. Global CEO •
December 2003, All Rights
Reserved.
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