Change Agent 1

Change Agent

Jamie Rhoads

OMM612: Managing in Social Change

Instructor: Daniel Jacobson

May 9, 2011
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Abstract

Dave Ulrich in Human Resource Champions advocated that creating a renewed

organization is the deliverable expected from the change agent role within human

resources. The label change agent is often accompanied by misunderstanding,

cynicism and stereotyping. Managers, employees, and HR professionals all have

questioned the value of this role in their organization. However, as organizations of all

kinds face unrelenting changes in their environment, the need for individuals who are

capable of turning strategy into reality has created a new reason for the change agent role,

which is often located within the human resource function (1997).

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Change Agent

A change agent is an individual recruited prior to the implementation of a change

within an organization; this person must be a representative of the individuals who are

part of the change population, this person must understand the reasoning behind the

change, and help to communicate the excitement, possibilities, and details of the change

to others within the organization. Owners or senior level leaders are too high up in the

company for employees to feel safe and comfortable talking openly about their ideas,

which is why companies turn to change agents in order to effectively implement change.

Employees need to talk with someone who makes them feel safe, they need a culture

change agent to consult and provide anonymity, until the culture is changed into a safe

place to give their ideas and be recognized for contributing. They need to start with

someone who is out on the floor or in the field, working with them to help create the

environment that they are building (Mott, April). When looking at organizations that

utilize the use of change agents it is important to know what it is that they do for

organizations, why their role is so important, and how a change agent is able to be

successful within their role.

What is the Change Agent Role?

As organizations face changes in their environment, the need for change agents within

many organizations has increased dramatically. There are several reasons for the need to

utilize change agents, human resource professionals have made significant strides over

the past decade in becoming business partners; demonstrating the value they can add to
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the business. Executives are looking for areas where the change process can best be

managed, most business strategies require major changes in people-related issues, so this

is where change agents are being utilized the most within organizations. Human resource

professionals develop and manage the people components that are essential in supporting

organizational change. The most important contributions to be made through the change

agent role are those that sustain the organizations current performance and assure the

organizations future performance (The Consultants Corner, 2010). Change agents are

individuals who have the knowledge, skills and tools to help organizations create radical

improvements; they choose the right improvement projects to work on, by diagnosing the

real issues effecting the organization. They organize the project so that it has the best

chance to succeed, through uncovering the projects success criteria, securing

management support, and building the right team. A change agent will navigate the

politics of change, they will ensure ideas become improvements that dramatically impact

the bottom line of the organization, they have the ability to complete unstructured work,

to custom design processes to meet the goals of an organization, and are able to inspire

people through the work and vision they propose (Recklies, 2001).

Why a Change Agent is important

Change management plays an important role in any organization since the task of

managing change is not an easy one. The decision to bring in a change agent happens

when an organization realizes they need an outside, impartial perspective to assist them in

getting the people within the business unstuck. When an organization is looking for way
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to work better, to improve performance and customer satisfaction, it is imperative that the

organization is in need of a change agent. The change agent works with the organization

by analyzing the existing problems, current reality, desired future goals, and potential

barriers to those goals. Once determined, the change agent then works with the company

to organize and implement the new processes, train employees on new procedures and act

as a role model to demonstrate new and better ways to work. The best type of change

agent will stand beside the organization in persevering in the face of challenge or doubt,

dealing with conflict constructively, assuring employee buy-in and gaining commitment

to taking the relevant actions to assure success from concept through implementation

(Kanter, 1999).

How a Change Agent is Successful

The best culture change agent should be a person who is passionate about improving

business, can effectively communicate the message to employees, cares about people, and

is creative with the ideas that are proposed by others. It is someone who knows how to

lead without pushing people around. A good change agent should tell the employees that

they are going to take the vision and create the best way to make it happen. The

employees are going to create the culture, the improvement plans, and the ongoing efforts

to build the company into what it should be. A good and successful change agent must

say to the employees: "I am here to help you do it, folks!" This person must listen to

every idea that all employees have and discuss with them to figure out if it is going to add

value, if it can be implemented now, or if it is going to be put aside for now, and
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considered later for future situations. Employees can successfully welcome change

through a culture change agent that has all the right qualities (Blue Brook Consulting ,

2011). Change agents should realize that there is more than one right solution. The

change agent has to be able to evaluate facts from different points of view. They need to

recognize the importance of coalition building, which is often ignored throughout the

change processes. Change agents should identify and involve opinion leaders, decision

makers on resources, functional experts and other important personnel within the

organization as early as possible with in the project-planning phase. Members of the

change team must make the employees affected by the change initiative not feel like as if

they are just the tools for change or the subject of change. It is not enough to have only a

vision, real commitment can only be gained by giving people the chance to become

actively involved, to contribute their own experiences. Every employee needs to know

that their contribution to the project is important and is valued. People will then develop a

sense of ownership for the project, which, then may serve as a basis of motivation when it

comes to any inevitable problems or barriers that arise (Kanter, 1999).

Conclusion

The Change Agent understands the new business process being implemented and

understands the impact of that process to the business. The role needs to be a formal role,

well defined, and well recognized to the employees that in the end are going to be the

most effected. Without formal definition the role may be confused or overlooked and will

not be able to provide the needed support. A change agent is an experienced employee
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who is considered at or near super-user status of the current system. A change agent is a

highly influential employee and is respected by their peers. Change agents make perfect

trainers and will become lead users. Most importantly they are good communicators,

progressive thinkers and are focused on continuous improvement.

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References

Blue Brook Consulting . (2011, January 5). Retrieved May 1, 2011, from Open Letter on

Culture Change Agents : http://bluebrookconsulting.com/2011/01/open-letter-on-

culture-change-agents-part-1/

Kanter, R. (1999). The Enduring Skills of Change Leaders. In Leader to Leader , 50-62.

Mott, J. (April, September). Change Agent. Washington Center News , pp. 20-24.

Recklies, D. (2001, October). What Make a Good Change Agent? Retrieved April 30,

2011, from Themanager.org:

http://www.themanager.org/strategy/change_agent.htm

The Consultants Corner. (2010, May 14). Panorama Consulting Group. Retrieved May 1,
2011,

from The Importance of Engaging Change Agents: http://panorama-

consulting.com/the-importance-of-engaging-change-agents-in-your-erp-

implementation/

Ulrich, D. (1997). Human Resource Champions. Harvard Business Press.