This article is part 7.3 of a series of articles on Organization Management Rhythm.
Phase 3 Implement Changes
Change in any organization is difficult. Buy-in from key players throughout the organization is critical to a successful Organization Management Rhythm implementation. Stakeholders who see the benefit become advocates and provide the tipping point that leadership needs to take ownership. A systematic implementation plan defines the realities of the current Organization Management Rhythm, articulates the advantages of the proposed Organization Management Rhythm, and provides details of the transition making leadership comfortable and allowing them to foster change.
Phase 4 Manage
Organizational information exchange requirements do not remain static. Transitions between operational phases, modification of organization mission, and leadership changes, among other activities, should prompt a review of the effectiveness of the Organization Management Rhythm. The products of the Organization Management Rhythm Analysis Process supporting model serve as the management tool for the chief of staff to determine how new information exchange requirements can be integrated into the current Organization Management Rhythm and when refinement is necessary.
Next part (part 8): Products Produced.
Acknowledgements: Thank you to Tomi Antill, Keith Davis, Elise Keith from Lucid Meetings, JFHQ-C Leadership, and Kendra Albright from Kent State University, without whose support this series would not have been possible.