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PART 4: The equipment for change making
We are halfway with the exploration of the mathematics of change! Wow, time flies. Here we are with the one part that is below the line. Like the iceberg model, there is more below the line than above the line. As my model shows, too much systems and processes can slow down or diminish the change you are looking for. Systems and processes are equal to the equipment used in the cheese making process.
DEEL 3: Die bestanddele van kaas
Deel 1 en 2 het op die groter prentjie van verandering gefokus. Die dele het ook na die impak op verandering van die bestuurder/leier gekyk.
Hierdie deel kyk na die kritiese bestanddele wat benodig word. Die melk en die kultuur is die minimum bestanddele wat nodig is om kaas te maak. Jy kan bymiddels en stremsel byvoeg wanneer nodig. In ons werksplek en organisasies is die kritiese bestanddele die kultuur en ons werknemers.
PART 3: The ingredients of change
Part 1 and Part 2 focused on the bigger picture of change and the impact of the leader or manager on change.
This part will look at the critical ingredients required for change. For cheese making it is the milk and the culture at the minimum. You can add rennet and additives when required. In our workplace and organisations the main ingredients are the employees and the culture of the team/organisation.
DEEL 2: Die Groot Kaas – Wie maak die kaas?
Wat ‘n verantwoordelikheid om ‘n leier te wees! Wanneer jy nog ‘n junior is, het jy al die antwoorde van hoe om ‘n goeie leier te wees, maar wag net tot jy in die posisie aangestel word – dan gaan ‘n nuwe (meestal politiese) wêreld vir jou oop en jy word oorval met kompleksiteit. VERANDERING word verwag terwyl jy deur die rowwe see van begrotings, prestasiebestuur, opbrengs op belegging en spandinamiek kop bo water probeer hou. Die topbestuur gee een rigting, die span hardloop in die teenoorgestelde rigting en die konsulterende maatskappy kom van wie weet waar met teorieë, prosesse en aanbevelings wat nie altyd prakties uitvoerbaar is nie.
Die meeste van die tyd stem topbestuur en die konsultante saam dat die KULTUUR moet verander. Ek verwys terug na deel 1 van hierdie reeks – is dit werklik nodig om die kultuur te verander? Hoe weet jy? Jy is in beheer van die Kaas – jy is die Groot Kaas.
PART 2: The Big Cheese – Who makes the cheese?
Oh, to be a manager/leader! When you are still junior, you have all the answers to being a good manager, but oh my, when you are appointed in the position, a whole new world opens up (mostly a political world) and you are flooded with complexity. While swimming through the rough seas of budget, performance, return on investment and team dynamics, CHANGE is required. The top brass gives one direction, the team runs into the opposite direction and the consulting firm comes from “who knows where” with some jargon and processes and suggestions that is not always practical.
Most of the time there is alignment from top management and the consultants that the CULTURE must change. But based on the argument in Part 1 of this series – we should ask: is that really the case. How will you know? You are in control of the Cheese – you are the Big Cheese.
