What Does A Process of Change Look Like?

There is both consistency and variation in the process for labor-management change that PIERS uses when working with a labor-management group. What is consistent is the basic change process that consists of four stages: getting started; preparing to change; working cooperatively; and sustaining the change. What varies is how the work in each stage is applied. The informed choices that the labor-management group makes about the changes desired for their organization largely determines the specific application within the organization.

There is no single prescription for the scope of work to be taken on through a joint labor-management process. The parties may decide to maintain the status quo, keep the status quo but improve upon it, focus on a specific issue, engage in problem solving on an ongoing basis, engage in collaborative bargaining, create an on-going joint labor-management committee and process, or some combination of the above. (These strategies are described in the paper, What is Labor-Management Cooperation?, that is included in this packet.) Regardless of the choice made, the process outlined in Chart 1 provides a visual representation of the overall process for change. The process outlined in Chart 2 illustrates the how the common steps are applied to each of the strategies chosen. The following text outlines the critical issues for each step of the process.

Recognize the Need for Change: a pre-condition for moving forward

Change occurs in response to a stimulus. External competitive challenges, need for improved quality, need to improve effectiveness of relationships, changes in the market, and new technologies are a few examples of the types of stimuli that may compel unions and/or managers to contemplate making changes in their organizations. The critical issue is for influential individuals to recognize that the current relationship and/or way of working does not allow the parties to effectively address the challenges facing the organization and to act to convince others of the need for change.

Below are the main steps that labor-management groups need to follow as they move through a change process.

Stage One: Getting Started:

PREPARE TO EXPLORE CHANGE: Critical Issues

• Gain the commitment of top union and management leaders to participate in a joint labor-management discussion to explore changing the parties' relationship and/or changing what they do jointly.
• Ensure that individuals understand that participation does not commit them to making any change.
• Make sure the participant list is acceptable to the parties.
• Agree on the agenda, process, and groundrules for session.
• Find an acceptable location, schedule, and date for the session.
• Clarify how the costs of the session including lost-time will be handled.
• Determine if, when, and what to communicate with constituents.

EXPLORE CHANGE: Critical Issues
* Understand the reasons people are exploring change.
* Describe the desired state.
* Understand what is "going on now."
* Surface dilemmas presented by changing the parties' relationship and/or changing what they do jointly.
* Understand the meaning of cooperation and the forms it can take.
* Discuss the consequences of change on the parties, their constituents, and stakeholders.
* Recognize the constraints to change.
* Identify assurances needed by the parties.
* Gauge commitment to change.
* Communicate with constituents and stakeholders

MAKE INFORMED CHOICES ABOUT CHANGE: Critical Issues
* Decide if change is appropriate.
* Agree on the form change will take:

- Interest based bargaining
- Joint labor-management committee
- On-going problem solving
- Issue initiative
- Improve current status

Agree on purpose - the desired outcome of the change.
* Develop principles to guide behavior and actions.
* Determine scope of issues addressed and authority.
* Communicate with constituents and stakeholders.
* Put it in writing.

CREATE A CONSTITUENCY FOR CHANGE: Critical Issues
* Requires painstaking effort, constant attention and no small amount of ingenuity but is imminently doable.
* Timing is tricky. Too much too soon may cause unnecessary friction. But if you try too much too soon, constituents may feel alienated.
* Create realistic expectations.
* Expect constituents to have perspectives that are different from their leaders.
* Communication is more than :telling; it is listening and responding.

Stage Two: Preparing to Change

DESIGN THE COOPERATIVE EFFORT: Critical Issues
* Develop the structure of the effort
* Determine membership and address membership issues
* Decide on meeting times, location, frequency.
* Determine relationship with on-going activities.
* Develop operational procedures.
* Communicate with constituents and stakeholders.
* Put it in writing.

PLAN STRATEGICALLY: Critical Issues
* Establish short and long term goals necessary to achieve vision.
* Assess organization environment in relation to goals.
* Develop objectives to achieve goals.
* Create the action plan.

Stage Three: Working Cooperatively

IMPLEMENT THE PLAN: Critical Issues
* Bargain, solve problems, address issues of mutual concern, manage the initiative, or

incrementally improve the current relationship and approach.
* Follow the plan.
* Communicate with constituents and stakeholders.

EVALUATE ON-GOING WORK: Critical Issues
* Collect data on processes and outcomes
* Make small adjustments as needed.
* Communicate with constituents and stakeholders.

Stage Four: Sustaining the Change

PLAN TO RENEW: Critical Issues
* Reflect on evaluation.
* Gain insights and ideas of constituents and stakeholders.
* Acquire knowledge and skills.
* Establish new goals and objectives.
* Create new plan
* Communicate with constituents and stakeholders.

IMPLEMENT PLAN: Critical Issues
* Follow the plan.
* Communicate with constituents and stakeholders.
* Continue cycle of evaluation and renewal.