AMBASSADOR MODEL

 

 Implementing any new strategy requires changing an organisational culture. We are all aware of the effects – the good, the bad, and the ugly – that change can bring. But experienced leaders know that change, when handled with communication and leadership support can be exciting and makes a culture more productive 

Any strategy requires change, and it is this change that lies at the heart of organizational development. To gain an increase and develop a culture of employee satisfaction, leaders must embrace and plan change. Planned change is needed for a successful introduction and implementation of a Strategy in any company. 

The late social psychologist Kurt Lewin promotes a three-phase approach to change for strategic planning: unfreezing, moving and freezing. In the initial unfreezing stage, facilitators engage employees in change activities. Communication and internal plans are essential for the success of this stage. A Leadership Overview Session is a good activity at this stage of the roll-out to introduce the change to come and gain buy-in. (This Overview Session is a dedicated meeting in which the Strategy is introduced with features and benefits. The aim is to not only educate leadership, but also to gain buy-in and championship.)

 During the moving process, change actually occurs. The Strategy which often requires a shift would involve delivering seminars/ workshops for a new approach to work and relationships, and following up on their use at work. Portal space for Q&A and general introduction of the new Strategy is a great practice at this phase as well. 

 During the freezing stage, the organization becomes comfortable with the new learning processes of the Strategy. Rollout activities at this phase might include gathering metrics, publishing success stories, blog activities and general state meetings. (Lewin, K., “Frontiers in Group Dynamics”, 1947)