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One view suggests that engagement is the key to good implementation. In fact, one view takes the position that traditional methods of implementation (project plans, directives from on top, new measurements, and reward systems) are some of the least effective ways to implement a change in an organization.

A. What are the implications to a current project if this is true? What could a consultant do to engage the organization in a project?

B. What other methods does one see as effective for implementation? How would a consultant proceed with implementation for a current project?

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One view suggests that engagement is the key to good implementation. In fact, one view takes the position that traditional methods of implementation (project plans, directives from on top, new measurements, and reward systems) are some of the least effective ways to implement a change in an organization.

A. What are the implications to a current project if this is true? What could a consultant do to engage the organization in a project?
You are requested to think in the following terms: The implications to a current project is that if the financial events of the past few years in the organization that has been executing the present project have been in the context for many short-term cost-cutting initiatives. In such a background, management sees a recognizable blazing situation, reacts quickly, and then drives a programmatic change process requiring tough program management skills, stringent accountability and firm leadership. Please consider these facts: Management of these change programs proceeds along hierarchical, command-and-control lines, with little empowerment or engagement beyond a core team or on a need-to-know basis. This is the conventional method and new project plans, directives from on top, new measurements, and reward systems are not likely to be effective.
You may consider the following: Engagement is characterized by a significant shift in approach and capabilities to align with new realities. It must be more open than programmatic change, and it requires the engagement and empowerment of the wider organization. It is important to think of the problem in these terms: The objectives of a engagement may be well defined, but the destination can be less certain and predictable. The course of change may well need to be re plotted many times along the way in reaction to shifting circumstances.
You are encouraged to think in these terms: Why is engagement the key? Resistance to change often comes at the very levels where it most needs to take effect: with middle management. There are a number of reasons for this. Middle managers may not understand the change program, they may be ambivalent about it, and at times they may not even trust it. Kindly consider this: To overcome this resistance, consultants at all levels must be willing and able to ...

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What could a consultant do to engage the organization in a project?

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