Supervisors are often concerned, and justifiably so, that by recommending one of their employees for change agent duties they will be placing a additional burdening on that employee. Although it is difficult to estimate the number of hours a week or month one is expected to be engaged, it is clear that the more people available the less burden there will be on any single contributor. Thus, in the early stages there is likely to be a heavier workload than later on when more change agents are trained and engaged. Below are some of the duties the individual is likely to encounter.

As a member of the Data Collection Team...

1. Participate in meetings with other team members that result in the selection of diagnostic items such as those found on a workforce survey.

2. Talk with coworkers to gather opinions about items that ought to be included in a workforce survey or diagnostic.

3. Help interpret results from a workforce survey or other diagnostic.

4. Recommend coworkers who might become involved in completing periodic metric surveys.

As a Facilitator...

1. Facilitate Routine Meetings and Team Meetings. Cultural Facilitators will engage their facilitation skills at routine meetings of the organization in an effort to improve the quality of information flow and the quality of decisions.

2. Facilitate Cultural Realignment Events. Cultural Facilitators will engage their skills in the following specific realignment activities:

• Learn and Continuous Improve Cultural Facilitation Techniques.

• Conduct Regular Beliefs Set, Strategy Bridge, and Work Regimen Reviews.

• Assist Work Process Flow Diagramming Efforts.

• Construct and Implement Data Collection and Feedback Plans.

• Collaborate with other Cultural Facilitators.

• Intervene at Appropriate Points (When There are Negative Cultural Implications).

• Advise the Clients of the Cultural Implications of Significant Events.

• Maintain Cultural Facilitation Records.

• Perform Special Cultural Facilitation Projects for the Client

3. Facilitate Organizational Learning and Participate in Knowledge Management Routines. The Realignment process can be confusing in the early stages to those who have not been involved on a team and have had a chance to understand what culture change means. Cultural Facilitators will engage their interpersonal skills and knowledge of the process to:

• Stimulate dialog about realignment, culture, decisions to create learning opportunities.

• Distribute literature related to the issues, concerns, and solutions that are part of the process. ODI will provide some materials and other materials will become available through personal reading and exploration.

As an Organization Developer...

1. Help determine orgnization development priorities for the organization.

2. Help the functioning of the Facilitation Team by coordinating priorities.

3. Providing the essential link between management and the Facilitation Team.

4. Providing the essential link between ODI and the Facilitation Team.

As a Coordinator...

1. Schedule facilities and meetings.

2. Acquire needed facilitation resources.

3. Assist the Organization Developer and the Facilitation Team.

4. Act as a primary link with ODI.

As a CapacityWare Administrator...

1. Initiate CapacityWare record-keeping.

2. Provide reports as needed.

3. Maintain the system.

1. Volunteers. The preferred method used in the selection of Change Agents is from among an ample pool of qualified volunteers. This does not mean people who have been pressed into volunteering for this assignment. It means people who have genuinely stepped forward having weighed the needs of the organization with their personal characteristics and come to the conclusion that their service in this position is in everyone's best interest. Under ideal conditions the volunteer's supervisor is 100% supportive of this decision.

2. Nominees/Draftees. In the absence of an adequate number of qualified volunteers, management may nominate anyone they believe best meets the qualifying criteria listed below. People should not be asked to serve against their will, although encouragement from management may be expected under some conditions.

1. Organization-wide Announcement Requesting Volunteers. The client or client representative will announce the need for volunteers from all sources within the organization. The volunteer period will be open for at least a one week period. Those interested may contact any member of the ODI Client Team to get clarity on the position, if needed.

2. Review for Adequacy by the Client. At the end of the open period for volunteers, the client will review for adequacy those people who have volunteered to determine a need for nominations.

3. Call for Nominations, If Necessary. If nominations are required, the client will call for nominations through Realignment Coordinator channels.

4. Recommendations of Existing Change Agents. Current Change Agents will, when asked, make recommendations if conditions require the list of those who have volunteered to be shortened.

5. Final Selection by the Client. The client will make a final selection for Change Agent from among those who have either volunteered and/or those who have been nominated.

1. Importance of Decision and Criteria. Few decisions will be more important to the success of an organizational change project than the selection of the initial wave of Change Agents. Do not select Change Agents based on availability during commitment or training dates. These individuals will form a core of the front-line change team. they will be expected to ask the hard questions at the most inopportune times, and take some heat for doing so. It will be a relatively thankless job until the project demonstrates a clear return on the investment for the whole organization.

2. RGB and UHS Considerations. A relatively level RGB Profile is a good place to start the selection characteristics, but should not be a conclusive element of the decision. A UHS Quality of WorkLife Index score of 4.5 or higher is an imperative.

3. Management Participation. One or two middle managers or first line supervisors will do well to serve as Change Agents in the parallel organization, but ought not to dominate the learning process. These individuals may act as mentors or advisors for the remaining change agents when needed.

4. Final Selections. The final selections ought to be made by the client as cultural facilitators must have the client's backing and aggressive support to do the work expected of them. Whether volunteers or nominees, prospective Change Agents ought to be "interviewed" for these positions.

5. Characteristics and/or Criteria. The following additional characteristics are also important in the selection process:

• Has a positive "can do" attitude about change.

• Communicates clearly and with sensitivity.

• Is empathetic.

• Has credibility with and trust among peers and upper management.

• Has strong positive "people skills."

• Is willing to take risks for the organization - has a "tough" skin when needed.

• Thinks "out of the box" regularly.

• Respects confidentiality and anonymity routinely.

• Can tolerate ambiguity.

• Is patient.

• Has a reasonable degree of scheduling freedom.

• Is a credible center-of-influence.

Return home. See also Cultural Facilitation Roles.

Copyright 2001 Leadagement Technologies, Inc. - All rights reserved. (757) 591-0807.
Reviewed: 1-28-02