Competency model for change teams

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This post was last edited by SaltSeller on 2015-11-23 at 10:14. The Competency Model for Change Teams. “The Competency Model for Change Teams”. YouTai Change Research Center; Tu Fanggen, Ren Ying. Introduction: As a renewable resource, human resources have become a core competitive advantage essential for enterprise development. Human resource management is gradually receiving more attention from managers, and the requirements regarding the competencies of HR professionals are also becoming increasingly stringent. In the 1990s, the West conducted three large-scale studies on the competencies required in human resources. These studies provided some interesting insights and explanations regarding the competency models for human resources managers as well as those related to management change. The first such study was carried out by Towers Perrin and IBM; together, they conducted extensive surveys among 3,000 people, including human resources professionals, corporate consultants, line managers, and scholars, in order to explore various aspects of human resources competencies. Among the four groups surveyed, the competencies that were widely recognized included: computer knowledge, extensive knowledge and understanding of human resources, the ability to predict the impacts of changes, and the capacity to educate, train, and influence line managers. However, personnel in different industries place varying emphasis on different skill requirements: 1. Computer knowledge (viewpoint of line managers) ； 2. Extensive knowledge and concepts in human resources (scholarly perspective) ； 3. The ability to predict the impacts of changes (viewpoint of corporate consultants) ； 4. (Views of the human resources manager). Secondly: The Human Resources Management Fund Association’s research on the competencies of future human resources managers. Recently, the Human Resources Management Fund Association has launched research focusing on the competency requirements for future human resources managers. Data from 300 HR managers representing various industries, company sizes, and organizations indicate that HR competency requirements, depending on different levels and roles, revolve around leadership, management, functional skills, and personal attributes. Third: Research on the professional competency model for human resource management by the University of Michigan Business School. Starting in 1988, the University of Michigan Business School conducted three rounds of research on the professional competency model for human resource management over a period of ten years. This study involved over 20,000 human resources managers and line managers, and identified the competency requirements for human resources managers based on human resources experts, different industries, and various time periods. Research suggests that the ability to manage change is an example of the rising status of human resource management as a business partner. The most challenging task for most CEOs is to ensure that the organization remains aligned with its new strategic direction; if human resources professionals are also well-prepared for this, then they too are in a position to drive change. Research suggests that the ability to manage change includes: active participation in organizational innovation and change initiatives, strong public speaking skills, professional consulting expertise, and the capacity to quickly understand the key aspects of innovation and the processes required to drive it forward ； The ability to organize teams, motivate employees, as well as the skill to balance and coordinate things, handle differing opinions, and address conflicts that arise during reforms ； It is forward-looking, as it can predict trends of change, potential problems, and the pros and cons of related interests; these variables are then taken into account in the process of managing change. If HR professionals can manage change effectively, they demonstrate the following abilities: problem diagnosis, building relationships with clients, expressing ideas clearly, setting a leadership agenda, problem-solving, and achieving goals. These competencies also include knowledge of the change process, the ability to act as a change agent, and the skill to facilitate the transmission of change among the people in an organization. Three progressively in-depth studies have shown that human resource managers’ ability to drive change has become an important and essential skill. In a competitive market environment, organizations are constantly undergoing changes to align with new strategic goals, and corporate transformation cannot rely solely on external consulting experts. If change is inevitable, what qualities and abilities are required of a change team? I. Qualities Model for Western Change Teams: Through their research on corporate management change, Western management experts have proposed several typical qualities models for change managers or change agents. 1. Burke (1992, 177–178) argues that the effectiveness of organizational development (OD) change agents depends on their ability to tolerate ambiguity; given the diversity among organizations, each change intervention should be tailored to the specific characteristics of each organization. During the implementation of change, the effectiveness of change agents also depends on their ability to influence others, motivate team members and shareholders, maintain a sense of humor and insight, possess confidence, and have strong interpersonal communication skills. 2. McLean believes that developing a method that achieves internal consistency—one based on theories proven by consultants’ experience and aligned with their values, skills, abilities, and personality—is the most important aspect for change agents to succeed. 3. Gire and Mečunić believe that HRD professionals should enhance their influence and appeal within an organization by leveraging their corporate knowledge, political acumen, and organizational awareness. For OD change agents, it is very important to have an understanding of organizational work, as well as the ability to build client relationships, such as interpersonal skills and conflict-resolution abilities. 4. Robinson and Robinson (1996) argue that OD change agents must possess the ability and skills to develop and apply specialized consulting; they must have a unique set of skills and specialized knowledge in order to enhance organizational effectiveness. 5. Rothwell (1996a, 206): argues that change agents must possess organizational development skills, including rational thinking, technical skills, integration, and analytical skills. These include: rational thinking skills, technical skills, analytical skills, objectivity, intuition, integration skills, and specialized knowledge. II. Analysis of the Qualities of Figures Who Brought about Historical Changes in China
(1) Qu Yuan
Qu Yuan was born in Zigui, south of Yichang in Hubei Province. He entered government service at the age of twenty and eventually rose to the position of Situ. The Qu family was originally a branch of the royal surname of the State of Chu; as descendants of the royal family, their noble lineage ensured that those with the Qu surname held important positions in Chu throughout the generations. This was also the main reason why Qu Yuan was able to advance rapidly in his career. Since entering public service, Qu Yuan began to implement the ideal he had pursued throughout his life—good governance. The main aspects of Qu Yuan’s ideas on good governance are reflected in five areas: first, governing with virtue for the benefit of the people ； Second is to improve laws and regulations ； Third, appoint the worthy and empower those with abilities ； Fourth, it advocates forming alliances ； Fifth is to reform government administration. Qu Yuan’s ideas regarding good governance were undoubtedly progressive and ahead of their time, and they met the demands of his era. Yet such good governance was not realized in the end, and Qu Yuan’s persistent spirit sank into the Miluo River. Analysis of Qu Yuan’s personality and abilities: 1. His political talents are outstanding. Qu Yuan’s ideals of good governance went beyond his era and beyond his social background. 2. Serious and persistent in personality; almost obsessive. Knowing full well that one’s ideals and principles are at odds with the world, they refuse to compromise, and would rather sacrifice their lives than give up. 3. Perfectionism, idealism. The implementation of the ideal political system faced practical obstacles, yet it refused to compromise on its perfection, resulting in the system being overwhelmed by opposition from old forces. 4. Proud and aloof. Born into nobility, he has a proud personality. The sentiment “While the whole world is murky, I alone am pure; while everyone else is drunk, I alone am sober” makes it difficult for him to cooperate with others. 5. A strong tendency toward self-focus and self-identification. While strengthening itself, it alienated others and friends; lacking the support of allies during times of change, and being vastly outmatched in strength when confronting old powers, America’s plans ultimately came to nothing. 6. No compromises. The implementation of Meizheng’s policies ran counter to the interests of the old aristocratic forces. Qu Yuan’s stubbornness, dedication, and uncompromising attitude continuously expanded the ranks of the opposition. Throughout Qu Yuan’s reform efforts, he faced comprehensive attacks from the old aristocracy against all his policies. As the founder of the ideal political system in ancient China, Qu Yuan’s political talents were beyond reproach. Yet, as a pursuer of that ideal, his pursuit of perfection, his paranoia, his arrogance, his egoism, and his unwillingness to compromise created numerous difficulties in implementing his plans, making it hard for him to find allies and comrades. Reform is undoubtedly the implementation of new ways of thinking; however, due to the realities of the situation, many old methods may indeed be necessary, and this is precisely what Qu Yuan lacked the most. The excessive perfection of U.S. politics is also a major reason why it cannot be implemented. (II) Chao Cuo: Chao Cuo was born in 200 BC and was from Yuzhou, Henan Province today. During Emperor Han Wen’s reign, he served as an official in charge of ceremonial affairs; later, he held positions as a scholar and head of the crown prince’s household, and he won the great favor of Emperor Jing. Chao Cuo advocated emphasizing agriculture and was determined to weaken the power of the regional princes to prevent them from becoming too powerful. For proposing the \"Plan to Reduce the Power of the Princes\" to Emperor Jing, he incurred the resentment of those princes, which led to the Rebellion of the Seven States. In 154 BC, Chao Cuo was executed, and thus his reforms aimed at reducing the power of the princes failed completely. Analysis of Chao Cuo’s character and abilities: 1. Educated, talented, thoughtful, and capable. When Emperor Jing was the crown prince, Chao Cuo was regarded as the \"brain trust\" of the crown prince’s office, and he put forward a series of political proposals. His personality was sharp, straightforward, strict, and profound. They are strict, upright, harsh, and cruel; they lack warmth and appeal, are not liked by anyone, and have no friends. 3. Poor ability to handle interpersonal relationships. While in the Prince’s palace, Chao Cuo had poor relations with the ministers in the court. After the reforms began, his conflicts with the conservative elements in the court worsened further. Not only that, but he also offended both the noble officials and the commoners in the court, losing all his allies as a result of these changes. 4. Paranoid; stubbornly adheres to one’s own beliefs. During the reign of Emperor Han Wen, Chao Cuo submitted several memorials calling for the reduction of the power of the regional lords. 5. Individual heroism. Amidst the changes, he fought alone, with no allies to back him; he placed all his hopes for change in the imperial power. When the emperor abandoned him, he was executed as a result. Chao Cuo’s policy of reducing the power of the regional lords was undoubtedly correct from a political perspective. However, by focusing only on the correctness of this approach without considering the timing, what might have been a right decision turned into a wrong one – and this was one of the main reasons for the failure of Chao Cuo’s reforms. As an agent of change, Chao Cuo’s paranoid, uncompromising, harsh, cruel personality, along with his poor interpersonal skills, were key reasons behind the failure of the reforms and led to his own execution. (III) Wang Mang and Yuan Hong: Wang Mang lived between the Western and Eastern Han dynasties. Although he became emperor, his reign was not recognized by history. His attempt at “reforming institutions by drawing on ancient models” involved applying Confucian theories comprehensively to governance. There is only one reason for Wang Mang’s reform efforts to fail: fundamental errors were present in the content of the reforms, as well as in their plans and design. Given Wang Mang’s personality—his paranoia, stubborn adherence to certain doctrines, and excessive idealism—blindly copying those ideas was the direct cause of the failure of his reforms. After fifteen years, Wang Mang perished along with his dynasty, leaving behind chaos throughout the land and people in utter despair. With the status of an emperor and the support of the entire population, Wang Mang’s efforts to implement reforms should have been highly successful; the reason for his failure was his attempt to fully adopt Confucian principles, implement the rituals of the Zhou dynasty, and revert to ancient practices. Yuanhong of the Xianbei people established their capital in Luoyang through a major migration of their people, and subsequently carried out a series of cultural reforms aimed at complete Sinicization. The cultural reforms of the Northern Wei dynasty were successful for a certain period, but they only brought temporary glory to the dynasty; soon after, it began to decline. Wang Mang’s reforms had similarities with Yuan Hong’s; both came from emperors and involved complete replication of existing systems ； In terms of the outcomes of these changes, Wang Mang failed, as his reforms did not align with the course of history; Yuan Hong succeeded, as he followed the general trend of development ； Judging from historical outcomes, even Yuan Hong failed to secure a lasting legacy for the Northern Wei Dynasty through reform. The flaw in his reforms lay precisely in this complete Sinicization process, which involved absorbing both the essence and the dross of Han culture. (IV) Li Shi: During the mid-Tang period, Emperor Dezong Li Shi implemented four major reforms and a new tax system. The four key aspects of these reforms are: reforms to the organizational and personnel system (making good use of capable officials); reforms regarding the relationship between the central government and local authorities (addressing the issue of excessive power held by local officials); reforms to central government institutions (rectifying the problem of too many eunuchs holding excessive power); and reforms in the financial sector (solving issues related to taxation and people’s livelihood). These four reforms targeted the most critical aspects of the Tang Dynasty. As an emperor, Li Shi initiated reforms that were in line with the developments of that time, yet they failed. Analysis of Li Shi’s personality and abilities: 1. Overestimates himself. The four key reforms indeed struck at the core issues, but the opposing forces were underestimated during their implementation, and the use of force to suppress these forces led to the \"Jing Shi Incident\". 2. Naturally suspicious and mistrustful in nature. The unjust execution of the two capable economic officials, Liu Yan and Yang Yan, as well as the frequent changes in prime ministers during their tenure in power. 3. Fear of difficulties. After the efforts to curtail the powers of the feudal lords met with setbacks, their attitude shifted from tough to lenient; they lacked perseverance and determination. 4、**. For Li Shi’s **, the backlash was even greater after the failure of fiscal reforms. Li Shi also carried out reforms in his capacity as an emperor, and his failure was largely due to his personality. (5) Fan Zhongyan and Wen Yanbo. Fan Zhongyan was born in the year 989. He was a renowned statesman and outstanding literary figure of the Northern Song Dynasty. In 1043, he initiated the Qingli Reforms—a reform aimed at improving the cadre and personnel system in the Northern Song Dynasty. The Qingli Reforms ended in failure after one year and four months. Analysis of Fan Zhongyan’s character and abilities: 1. Honest and upright, sharp and efficient, well-versed in both ancient and modern knowledge. 2. No compromise. His political inflexibility led to the creation of too many enemies, including friends and allies, who ultimately became opponents of the Qingli Reforms. The direct reason for the failure of these reforms was the sudden change in Emperor Renzong’s attitude. In reality, this change wasn’t entirely unexpected; it was related to Fan Zhongyan’s personality. His uncompromising stance in politics meant that he alienated far too many people, even Yan Shu, whom he had recommended for a position. As a result, he lost his allies in the cause of reform. Meanwhile, as circumstances changed, the emperor no longer felt an urgent need for reform. Amid opposition from other ministers, the Qingli Reforms came to an end. After the Qingli Reforms came to an end, Emperor Renzong chose Wen Yanbo. Wen Yanbo was a somewhat conservative nobleman, as well as one who possessed innovative reform ideas and the skills to put them into practice. Analysis of Wen Yanbo’s personality: 1. Calm. Laconic. 2. Pragmatic. Throughout his tenure in office, he consistently focused on practical implementation; he revised each of Fan Zhongyan’s ten reform policies one by one to make them more actionable. 3. Decisive. Be decisive in emergencies, stay calm and composed, and act with moderation. For example: the smooth transition when introducing the paper currency \"Jiaozi\". Emperor Renzong abandoned Fan Zhongyan’s aggressive approach; he did not give up the idea of reform altogether, but instead chose Wen Yanbo’s more subtle and gentle method for carrying out reforms. Although this approach failed to address the fundamental flaws, it helped to bring about a period of prosperity for the Northern Song Dynasty despite the difficulties faced. Therefore, stability remains the most important priority at all times. (VI) Wang Anshi: Wang Anshi was born in 1021, from Linchuan, Fuzhou. He was a graduate of the imperial examinations during the Qingli era of Emperor Renzong. In 1058 AD, he submitted a memorial outlining proposals for reform. In the second year of Emperor Shenzong’s Xining reign, that is, in 1069 AD, he relied on Emperor Shenzong to carry out these reforms, which are known in history as the Xining Reforms. The main components of the Xining Reforms included: the Equal Transport System, the Green Sprout Policy, the Baojia System, the Tax Exemption Policy, the Market Regulation System, the Land Measurement and Tax Equalization System, the Horse Maintenance System, the Agricultural Irrigation Policies, and the Military Management Policies. All of Wang Anshi’s reform measures were aimed at increasing revenues and reducing expenditures. In 1076, Wang Anshi left the capital to live in seclusion. In 1085, Emperor Shenzong passed away, and the Xining Reforms ended in failure. Emperor Shenzong of Song was too eager for quick success and instant results, while Wang Anshi was too stubborn and inflexible, which led to the failure of the Xining Reforms. Analysis of Wang Anshi’s personality and abilities: 1. Strong-willed, persistent, and unyielding. He became prime minister in the third year of the Xining era, resigned in the seventh year, became prime minister again in the eighth year, and resigned once more in the ninth year; he consistently advocated for reform throughout. 2. Arrogance, paranoia. It completely rejects ancient methods, asserting that \"natural changes are not to be feared, nor should one follow the examples of ancestors.\" 3. Narcissism. Careless, self-centered, and unwilling to listen to opposing opinions. 4. Poor ability to handle interpersonal relationships. When the reforms were introduced, they sparked opposition from many ministers. Wang Anshi dealt a harsh blow to those who opposed him, including by promoting his own friends, which led to him making too many enemies. 5. Poor technical means. Old methods that have been completely abandoned lead to intensified conflicts over reforms, making it difficult to drive change forward. Wang Anshi’s reform efforts were initially implemented on a local scale at the grassroots level, which provided some practical experience; coupled with Emperor Shenzong’s strong support, the theoretical possibilities for success were fairly high. Therefore, his shortcomings in character and ability were undoubtedly the main reasons why he was unable to succeed. (7) Zhang Juzheng: From Jiangling in Hubei, Zhang Juzheng was intelligent from a young age and achieved success at an early age. In 1572 he became the chief minister and began to implement economic and administrative reforms. The main components of Zhang Juzheng’s reforms were: the land survey system, the single-tax system, and the performance assessment system. Through reforms in these three areas, the Ming Dynasty’s treasury significantly increased, and its national strength was enhanced. Ten years later, with the death of Zhang Juzheng, the reforms were declared a failure. Analysis of Zhang Juzheng’s personality and abilities: 1. Outstanding talent. In the outdated Ming Dynasty, economic reforms were formulated and implemented with great success. 2. Resourceful. Hiding one’s talents until gaining real power, using retreat as a strategy for advancement, and being skilled in political tactics. 3. Courage and perseverance. Bold promotion of capable officials, and consistent commitment to reform. 4. Just passed by, indifferent. Govern the country using military strategies, act with an iron fist, and use repressive measures to suppress opponents. 5. Strict and arbitrary. The teachings given to the emperor were too strict and harsh, and his focus on power sowed the seeds of disaster for future generations. The reasons for the failure of Zhang Juzheng’s reforms were directly related to Emperor Shenzong’s abilities and character, and Zhang Juzheng’s own personality was also a major factor contributing to the failure of those reforms. At the beginning of the reform efforts, faced with opposition from most people, he relied solely on the tool of \"power.\" His assertive approach put him in opposition to the scholars, and his harsh tactics against those who opposed him left him as a lone reformer. The support for these reforms concentrated around the emperor, and his severity and rigidity sowed seeds of hatred in the emperor’s heart. When power overwhelms the ruler, it inevitably leads to revenge on the part of the emperor, making the failure of the reforms inevitable. Looking at many transformations throughout history, most begin with great fanfare but end quietly; as for the reasons for their failure, some stem from within the reform camp itself, while others come from the leaders of the change. From a historical perspective, although the limitations of history led to flaws in the reform plans, these were often due more to the personal shortcomings of the reformers themselves, particularly in terms of character, temperament, and abilities. We can summarize their common qualities based on both their successes and failures as follows: 1. Qualities and abilities required for bringing about change: outstanding political talent and advanced ideas, political insight, the ability to handle interpersonal relationships, wisdom and tactics for assessing situations, a serious and pragmatic attitude, determination and strength, as well as perseverance. 2. Personality flaws that lead to failure: perfectionism, paranoia, arrogance, narcissism, inflexibility, poor interpersonal skills, suspicion, fear of challenges, authoritarianism, individual heroism, etc. III. The competency model for modern corporate transformation teams. The continuous changes in the market environment force companies to constantly innovate and renew themselves. What kind of changes are needed to transform a team for successful change? What qualities and abilities are needed? Through research on the implementation of changes in human resource management (HRM) and organizational development (OD) within Chinese enterprises, UTAI Consulting UTC has developed a competency model for teams responsible for driving change in modern companies: 1. Core capabilities essential for change teams – (1) Courage. Change agents are able to challenge existing business processes, daring to question traditions, outdated habits, behavior patterns, and management cultures. Due to “inertia,” change often faces strong resistance from conservatives; therefore, courage is an essential quality for a change team. (2) Insight. Insight usually refers to people’s ability to analyze, predict, and judge things and issues in depth. Change agents need to be able to conduct in-depth analysis and judgment regarding the content of change, possess foresight regarding the process of change, guide employees to understand and courageously explore unknown areas, reduce fear, and avoid misjudging the trends and direction of reform. (3) Influence. Change agents need to give the impression of integrity and confidence among employees, act and speak in an objective and fair manner, so as to gain their recognition; only then can the changes they propose more easily be accepted by the employees. (4) Cross-cultural interpersonal sensitivity. Change agents need to have a thorough understanding of the different cultures existing within an organization, to accurately comprehend and analyze behaviors and expressions in various cultural contexts, as well as the mental patterns associated with those cultures, in order to determine how different changes will be received and responded to. (5) Ability to implement management changes, including the wisdom to keep a low profile and the flexibility to assess situations appropriately. Looking at examples of historical changes both in China and abroad, every transformation has encountered resistance from various parties, and the same is true for corporate changes. During the implementation process, those driving the change must be able to assess the situation carefully; when necessary, they should be willing to take a step back, hide their intentions, make small compromises in order to make larger advances, thereby ensuring that the changes are actually implemented. (6) Perseverance and strong resilience in the face of challenges. In managing change, things do not go smoothly; the pressure from those who oppose change is often stronger than that of those who push for it. In such situations, the persistence and determination of those driving the change are directly determinative of its success or failure. (7) Sense of mission and self-motivation. A sense of mission is a person’s perception and recognition of the mission entrusted to them by society and a particular era. Change agents must have a sense of mission regarding change, consider and recognize the responsibilities that come with it, and motivate themselves to fulfill their mission of bringing about change and realizing their life’s value. 2. Taboo abilities for change teams (1) Perfectionism. “\"Perfection\" is usually unattainable in reality. Insisting on perfection, without the wisdom to give up at the right time, and pursuing it despite knowing it’s impossible leads to failure. Change usually affects the interests of certain people; it is inevitable that there will be supporters and opponents of change. The more perfect something is, the greater the opposition it faces. Qu Yuan’s ideal governance policies serve as evidence of this. Therefore, the most forbidden trait for those who advocate for change is perfectionism. (2) Individual heroism. The personal achievement motivation of change agents, which is self-centered and focuses excessively on their own achievements, often puts everyone in opposition to them, leaving the change team isolated. This leads to significant resistance during the implementation process, or makes it difficult to carry out the changes or sustain them. (3) Too arbitrary. ** If change advocates design the details of the changes based solely on their own opinions without considering those of others, it is inevitable that there will be biases in the direction of implementation. Moreover, such arbitrary decision-making will lead to the creation of many enemies, strengthening the forces opposed to the changes and hindering their implementation. If change agents are overly fixated on a certain aspect, it leads to paranoia; as a result of this paranoia, they are unable to analyze the situation objectively and correctly, and tend to act based on personal emotions, thereby steering the process of change in the wrong direction. 3. Qualities of contradiction and paradox (1) Persistence and compromise. If change advocates cannot stick to the core aspects of the changes, those changes lose their meaning; if they insist on everything to the letter, they may lose support and backing. (2) Strong and gentle. The strength of the change leader within a change team is a powerful force driving change; however, coercive actions inevitably lead to an increase in opposition. It is necessary to have moderate forces within the change team to compensate for the impact caused by such strength. (3) Persistence and paranoia. The persistent pursuit of change by those who drive it is the driving force behind its ongoing progress; however, excessive persistence can lead to extremism and paranoia. Although there is no clear boundary between persistence and paranoia, maintaining this balance is difficult but crucial. Change cannot succeed without a competent change team to implement it ； A change team lacks the qualities necessary for change and is unable to fulfill its mission. When enterprises undertake management reforms, the formation of a reform team is particularly important. The qualifications of the key team members – whether they possess diverse skills or have complementary abilities – are crucial for the success of such reforms.