Managing Change for Competitive Success – Questionnaire
This interview structure is designed to help interviewees talk about their principles and core values about leading which guide their behavior at work. In each section, interviewees are asked about their proposals for change and how they should be implemented and then asking why they feel implementing such proposals are necessary. It is this “why” question which is the most important. It is the answers to these “why” questions that particularly should allow comparisons between each interviewee’s guiding principles and values of leading, in specific situations. It should then help us decide how we are going to develop a coherent sales strategy by understanding what people mean by:
- “building a rich, engaging purpose”
- “creating more effective management processes”
- “developing their capabilities and broadening the way they look at the world of work”
|Disturb & Enable Insight Process|
|Disturbing Questions||Key Issues||Enabling Questions||Key Issues|
|1 . What is the problem?||What are its features and attributes, e.g. linear, internally driven, revenue focused||6. What totally
will be solved?
|What will we have solved? Does the cost of the present outweigh the cost change?|
|2. How is it a problem?
|How is the problem structured? How does it keep recurring?||5. How to solve
|How do we create the benefits?|
|3. Why is it a problem?||The way this structure causes difficulty, adverse consequences, pain“The downside”||4. Why solve this problem?
|The benefits, payoffs. What the new value? ”The upside”|
1. Environmental Assessment
1.1. What do managers do at present to maintain awareness of XYZ’s changing environment (sensing)?
1.1.1. How well do managers use this information to inform their decision making (sense-making) ?
1.2. What should managers do to improve awareness and responsiveness to XYZ’s environment?
1.2.1. How should this be achieved?
1.2.2. Why do you feel this change is necessary?
2. Leading change
2.1. What changes should managers make to maintain a successful climate?
2.1.1. How should this be achieved?
2.1.2. Why do you feel this change is necessary?
2.2. What should be done to build more capability to bring about effective change?
2.2.1. How should this be achieved?
2.2.2. Why do you feel this change is necessary?
2.3. What should managers do to develop a more meaningful direction or purpose?
2.3.1. How should this be achieved?
2.3.2. Why do you feel this change is necessary?
3. Linking strategic change and operational change
3.1. What do you see managers doing every day that is consistent with XYZ’s longer term goals?
3.2. What should managers be doing to link strategic and operational change?
3.2.1. How should this be achieved?
3.2.2. Why do you feel this change is necessary?
3.3. What do managers use to measure performance? (includes corporate, group and individual performance)
3.3.1. What performance measures should we be using?
3.3.2. Why do you feel this change is necessary?
4. Human resources
4.1. What are managers doing to help people see the need for changing their knowledge and skills?
4.1.1. How do you see learning being managed both individually and collectively at present? (learning is used here in its broadest sense, not just formal training or education)
4.2. What should managers be doing to improve both individual and collective learning?
4.2.1. How should this be achieved?
4.2.2. Why do you feel this change is necessary?
4.3. What changes would you like to see in the way you and XYZ learns to remain competitive?
4.3.1. How should this be achieved?
4.3.2. Why do you feel this change is necessary?
5.1. What do managers do to ensure there is coherence between HRG’s strategic direction, its internal and external relations?
5.2. What should managers do to achieve more coherence between XYZ’s stated goals and routine decisions? (e.g. communicating with the network, dealing with associates as well as decision making processes)
5.2.1. How should this change be achieved?
5.2.2. Why do you feel this change is necessary?
5.3. What do managers do to reshape and adjust strategies?
5.4. What should be done to manage strategic change and the emergence of threats and opportunities?
5.4.1. How should this be achieved?
5.4.2. Why do you feel this change is necessary?
(based on Pettigrew & Whipp)
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