change management
1
The Scout Association
1 Introduction
The changes facing the Association are large and will take a lot
of work and time over the next three years. The aim of this
document is to describe how this change can be managed and
the work distributed. In particular, it uses a Change Champion
(the Area/County Commissioner) to keep an overall view of the
change, and a Change Agent (usually someone other than the
Area/County Commissioner) to manage the project in detail.
There are a lot of theories about managing change – particularly
in large organisations. There are two theories that might help us
through the period of change that the Association is about to
enter. One places more emphasis on systems and processes
whilst the other places more emphasis on the people involved.
To be successful, we need to balance these two approaches –
managing change with the people involved and doing so in a
systematic manner.
2 The model for the Association
The change management model (see page 2) suggested for this
project is described in five steps. Some of these steps may
overlap which is fine so long as you are clear about where you
are going overall.
For each of these steps in the change management process,
the following sections describe what should be achieved.
Managing change
People
driven
System
driven
Association model
Commitment to change
Where do you want to be?
Where are you now?
How do you get there?
Implement
our movement,
our future
2
2.1 Step One: Commitment to change
There have always been changes in our Movement – at some
times more than at others. In this period of rapid and large
change, the commitment, support and encouragement of those
leading Counties and Districts will be crucial.We will all win if
everyone is committed to making the same changes.
Demonstrate commitment in leadership
Those leading groups of people will need to show that they are
committed to the change. This includes Group Scout Leaders,
District Commissioners and County/Area Commissioners. This
commitment must be shown by their behaviour and what they say.
Accept the limits that are imposed
Most changes will have some limits – perhaps because of the
number of people, resources or money that you have available.
In this case, there will be limits given by the new programme
(such as age groups). Everyone needs to know about the limits
and accept them.
Engender commitment from all adults in the Movement
All the adults in the Movement must be committed to the
change. This means that everyone must be kept informed and
encouraged to participate. This includes administrators, Leaders,
Helpers, and Commissioners and 20–25 year olds for whom the
changes will provide new opportunities.
Explain why changes are taking place
Ensure that everyone knows why the changes are taking place.
Remember to communicate this often, both before and during
the change process.
Value everyone’s view and ideas
There will be options in the changes and local decisions will
need to be made. Everyone should be encouraged to contribute
to this. All contributions should be considered and people
informed of the outcome.
2.2 Step Two: Where do you want to be?
In this step, the Area/County, Districts and Groups should
consider where they would like to end up after the process of
change.
Consider influences
There will be many issues that will shape your view of where you
want to be. There may be external constraints (such as the rules
defining the programme [next page]