Fire Service organisational change--too hot to handle? In the concluding part of this two part article, a Shropshire officer suggests change management structures and practices that may help in implementing the raft of changes implicit in the modernisation agenda.(Organizational change: Part 2)

To implement the transformational change process that will move the Fire Service to a more performance-orientated organisation and transform it to a learning organisation that embraces diversity and change will need an integrated strategy that concentrates on both the individual and organisational dynamics of change.

The change model I believe we should use is an integration of Kotter's (1995) (10) eight incremental steps to transforming the organisation; the paradoxes of transformational change by Price Waterhouse Change Integration team (1996) (11) and the features that characterise a learning company (12) to create an eight point strategic change guide.

1. Establish a sense of urgency whilst maintaining stability

Identify and widely discuss crises and major opportunities, this will develop an internal de sire to transform Change in the absence of sources of stability however; leads to turmoil and loss of direction so identify what sources of stability you can keep without them affecting the change process. Think--do we really need to change this now (is it really vital to our overall change strategy?) or can we use it as an object of stability?

2. Form a powerful guiding coalition but focus on individuals

Assemble a group with enough power to lead the change effort. This coalition should include a full range of stakeholders including staff, politicians, union officials and members of the public thereby beginning the process of trans-organisational learning.

But also focus attention on individuals as they are the building blocks of the Service of the future and will be your champions of continuing change. …

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