The 360° Multi-rater Feedback "Inventory of Practices in Leading Change" is for CEOs, Presidents, Director Generals and other senior managers of international and multinational organizations and for ministers and other very senior government officials leading the process of organizational change.
There are three main models of leading organizational change: the prescribed change, the change by exclusion, and the change by inclusion of those that will implement change.
In the prescribed change model the new head usually hires a group of outsiders to examine the organization and to determine the road to the future. Fast decisions are taken regarding the organizational mission, strategy, heads role, and defensive mechanisms are developed to cope with resistance and discomfort.
In the change by exclusion model clear distinction is established between those who support change and those who resist it. After efforts to explain to the organization the reasons for change, renovation is circumscribed to those that appear as allies. Significant parts of the organization feel alienated by the process of change and forbidden to manifest concerns and to share past lessons to avoid repeating mistakes. They feel excluded from the process of defining the future and from contributing to develop an implementation strategy.
In the change by inclusion model there is an awareness of the two dimensions of change: the intellectual and the emotional dimension. People in the organization are involved in defining the future and fears and concerns are listened to. Leaders of change understand that people do not resist change; they resist being changed. If it is done to them, they are going to resist. If it is done by them, they are going to make it happen.
This 360° Multi-rater Feedback Inventory intends to make leaders of change aware of the kind of change model they are perceived to practice. The power of the inventory lies in the fact that the process of leading change is broken down into 130 behavioral components. The inventory offers a comparison between how they view themselves as leaders of change of how they are perceived by significant others in the organization. The significant others are their Boss – either supervisor or board of directors; their Direct Reports - a group of senior managers that report directly to them; and their Staff - a group of staff members who do not report directly to them. The inventory provides useful, credible feedback since confidentiality is guaranteed to the respondents. A color graph provides comparative feedback by category of raters.