Jakim agentem zmiany jesteś ? (wersja angielska)

Have you ever thought that your character features and personality can make you suitable for leading the specific types of change? There are different change agent's characteristics identified by researchers. Understanding your own change agent type can give you the advantage to succeed in the transformational challenge.

Leon de Caluwe and Hans Vermaak from Twynstra Management Consultants conducted the insightful research over the characteristics of this role. Using the meta-theoretical concept of colours, they identified the following types of change agents. A change agent as a facilitator (yellow) is characterized by the independent position based on experience and reputation with attributes of self-control, diplomacy, stability. An expert (blue) is result-oriented, decisive and dedicated, uses a rational approach. A change agent considered as “people manager” (red) is attributed with carefulness, steadfastness and loyalty, positions a human factor in the centre of attention. A change agent stimulating learning culture (green) with empathy, creativity and openness supports people to take ownership. The last type (white) reflects the complexity of all above-mentioned colours.

What I believe is that the specific types of change agents should be assigned to lead particular types of changes in the organization, for instance, the red type characters are to facilitate people-related initiatives. This adjustment is defined as an enabler for the change success. This should be a starting point for companies when they begin planning the transformation process. One of the key questions is what characteristics are needed for the change that is going to be conducted. What happens currently is process improvement position is assigned usually to subject-matter experts. Consequently, the main factor underlying recruitment decision is knowledge and experience and not “the colour as a change agent".

For example, let’s consider the common approach to change implementation in IT environment. The project leader, in the role of a change agent, is appointed from IT function as a technical expert. The missing part is his or her attributes are not critical in assigning the change leadership. What is examined is the alignment of personality with the company culture in general.

The significant finding here is that, in assigning the change agents, there is the extensive concentration on process parameters related to the nature of the improvement rather than on the human factor which often turns out to be critical.

REFERENCES:

Caluwe, L. and Vermaak, H. (2004), ‘Change Paradigms: An Overview’, Organizational Development Journal, 22(4), p. 9-18