Change Management Plan for the Implementation of a Code of Conduct (C.o.C) at ECG

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Table of Contents

Introduction
Communication Plan
Sponsorship Plan
Training Plan
Coaching plan
Resistance Management Plan
References

Introduction

The implementation plan for the application and use of a new Code of Conduct (C.o.C) at ECG will involve five broad phases: A Communication Plan, A Sponsorship Roadmap, A Training Plan, Coaching Plan, and A Resistance Management Plan.

Communication Plan

The communication plan will involve the Senior Executive team, the Ethics Review Committee, the Board of Directors, the Heads of Department and all employees. My team will first create a generic memo that will be posted on all of ECG’s message boards, and this message will be e-mailed to all the above-mentioned stakeholders at ECG.

The general purpose of the messages is to announce the impending introduction of a new C.o.C at the organization, with an aim of psychologically preparing all participants for the looming change (Cicmil, 1999, p.125).

One month later, all the above-mentioned ECG members will receive the actual C.o.C written in clear, precise, and unequivocal language. Another memo and similar board messages urging familiarization with the provisions of the new C.o.C will follow.

Sponsorship Plan

The sponsorship plan specifically targets the board of directors at ECG and other senior executives at ECG, especially the C.E.O. These senior executives at ECG are required to show open support and affirm their direct approval for the new C.o.C at all meetings and in all interactions with the employees.

The explicit support for the new C.o.C by the senior leaders will have a direct impact on ease of acceptance by the employees (Werre, 2003, p.248). The senior leaders, especially the C.E.O, will continuously explain the benefits of a C.o.C for the organization and its importance in maintaining ethical standards in the organization.

Training Plan

The Training Plan specifically involves ECG’s Heads of Departments and line supervisors. My team will engage the two sets of leaders (i.e. heads of department, supervisors) because they directly link to the employees. Once my team trains the above-mentioned managers/instructors on the express provisions of the C.o.C, these leaders will subsequently train the employees under them on the same.

Coaching plan

The coaching plan involves the senior executive team, the heads of departments, supervisors, and employees. Coaching entails a point-by-point guide on all the singular provisions of the C.o.C, and the change management team under my supervision guides the various coaching seminars.

The coaching plan supplements the knowledge acquired in training for the heads of departments and the supervisors, and clarifies ambiguous elements in the C.o.C for employees. During this phase of implementation, employees should become fully aware of all the provisions of the C.o.C and should subsequently be ready to sign the C.o.C as part of their new employment procedural requirements.

Resistance Management Plan

Naturally, some managers and even employees may disagree with, and resist the implementation of the C.o.C.

Besides the general expected resistance to any sort of change, the most resistance to the C.o.C will undoubtedly come from ECG employees and managers who were and are engaged in unethical practices envisaged by the C.o.C. To counter such resistance, the employees who may refuse to sign the C.o.C will be given the option of resigning.

In conclusion, the successful implementation of a C.o.C at ECG will provide a much-needed behavioral framework within which all involved parties at ECG can operate (Nijhof, Cludts, Fisscher, & Laan, 2003, p.67). An organization without a C.o.C operates in an unnecessary and dangerous ethical vacuum.

References

Cicmil, S. (1999). Implementing organizational change projects: impediments and gaps. Strategic Change, 8(2), 119-129.

Nijhof, A., Cludts, S., Fisscher, O., & Laan, A. (2003). Measuring the Implementation of Codes of Conduct. An Assessment Method Based on a Process Approach of the Responsible Organization. Journal of Business Ethics, 45(1/2), 65-78.

Werre, M. (2003). Implementing Corporate Responsibility — The Chiquita Case. Journal of Business Ethics, 44(2/3), 247-260.

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