As the world continues to emerge from the COVID-19 global pandemic, public sector leaders are shaping their “return to normal” strategies. What does “return to normal” entail? How do we think about recovery, and how do we implement controls to steward the most efficient process that provides equitable solutions for our communities? At TransPro, we believe change management is the key.
The first step in recovery is understanding the current need to change. As our communities open back up, industry leaders must pivot from a survival mindset to a recovery mindset. After an agency aligns on clear outcomes to define success, one model to effectively manage change is the Beckhard and Harris Change Process. This change process identifies the four key elements of Dissatisfaction, Vision, Steps, and Belief to manage change. In an equation, all of these elements together must be greater than the Resistance to change to be effective.
Read here about the four key elements to drive effective change management.
Dissatisfaction. The dissatisfaction with the current state of affairs the agency faces from the effects of the COVID-19 pandemic is the understanding in which to shape the framework for change.
Vision. The vision is the awareness of what needs change to arrive at the desired success outcomes. To achieve the desired outcomes, the vision must be intuitive to the nuances of the community and the customers.
Steps. What steps need to be implemented and managed in order for the vision to materialize? This is your strategic plan. To answer, “What does success look like?” we must also ask, “How do we get there?”
Belief. The organizational belief in a positive outcome. Leaders lead from the front. For the organization to believe in success, agency leaders must foster an environment that drives the belief of a successful outcome.
Resistance to Change. The belief that the current declining state will be successful is the biggest limiting factor to implementing change.
Only when the Dissatisfaction, Vision, Steps, and Belief in positive change processes are more significant than the Resistance to Change, will change be enacted (D x V x S x B > R). While there are many ways to overcome difficult situations, this model has proven effective countless times.
Throughout the pandemic, and as the world continues to return to normal, TransPro has supported multiple agencies through the development of strategic plans, implementing effective changes, and establishing and managing performance measures to achieve success outcomes. As an example, TransPro recently partnered with a mid-sized transit agency whose leadership team focused on defining success, and thinking about the impacts of today’s decisions on its future service and quality while better serving its community. By establishing clear outcomes, the agency is poised to lead its workforce, customers, and community through the change management process to reach its vision of success.
