What are the three most effective ways to identify what needs to change in an organization ........

Management ( Phase -I & II) Leadership

What are the three most effective ways to identify what needs to change in an organization?

Create mechanism that helps identify deviations from desired results, monitor outcomes and look for conflicts that indicate what needs to change.

Listen to concerns of people inside and outside the organization, look for conflicts as clues to what need to change and look at oneself and the team as reflections of things that need to change.

Retain a consulting firm to conduct an objective assessment of the company’s issues, assign problem-solving reading material to the staff and look for conflicts as clues to what needs to change

All of the above

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Explanation:

Three skills provide the necessary connection between the process part of change and the people part of change. These 3 C’s unite effective change leadership

1. Communicate. Unsuccessful leaders tended to focus on the “what” behind the change. Successful leaders communicated the “what” and the “why.” Leaders who explained the purpose of the change and connected it to the organization’s values or explained the benefits created stronger buy-in and urgency for the change.

2. Collaborate. Bringing people together to plan and execute change is critical. Successful leaders worked across boundaries, encouraged employees to break out of their silos, and refused to tolerate unhealthy competition. They also included employees in decision-making early on, strengthening their commitment to change. Unsuccessful change leaders failed to engage employees early and often in the change process.

3. Commit. Successful leaders made sure their own beliefs and behaviors supported change, too. Change is difficult, but leaders who negotiated it successfully were resilient and persistent, and willing to step outside their comfort zone. They also devoted more of their own time to the change effort and focused on the big picture. Unsuccessful leaders failed to adapt to challenges, expressed negativity, and were impatient with a lack of results