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Making Change Last

Good change programs are well planned, effectively carried out and are sustained after the initial introduction phase. All relevant members of the organisation are made aware of the program and failures are corrected as the process of change continues. But not all programs run that well; managers often assume that telling people that there is a problem is enough to produce successful change. They often make plans and then dictate that their workforce implement them, whether they really want to or not. Then when these programs fail to show positive results, managers and supervisors become frustrated.

However, when people have a personal interest in the success of a project, its management is easy. The Hearts and Minds program takes this idea and puts it into practice with a process for ensuring the success of projects and initiatives by winning the hearts and minds of all involved. Change may range from a major initiative, such as a cultural transformation in the entire organisation, down to the implementation of a new way of working at a specific worksite. People have to be won over so that they want to achieve the goals. Their plans have to be robust enough to survive setbacks that invariably arise.

The Making Change Last booklet provides a structure that creates both awareness and the will to succeed. This approach also helps safeguard against initiative overload - it limits the initiatives that are actually carried out to those that people want and can cope with.

 If you would like to order the full booklet click here or if you are a Shell employee please click here.

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