John Mirocha & Associates, Inc.
The CAS System is a roadmap of activities that successful leaders use to lead significant change initiatives. CAS is the architecture for the business process of change. It provides guidance for change, creates the vocabulary needed for managers to intelligently discuss change issues and solve problems, and illustrates which leadership factors are most needed in your change process to increase the possibility of success.

We are living and working during a time of discontinuous, accelerated change. The nature of change, is, in fact, changing. There are more critical priorities, and the priorities themselves are more strategic and transformational in nature. These changes are not temporary deviations from the norm. They actually create new norms that challenge us a to adjust strategies, systems and behaviors. Or, it creates new dynamics to deal with, with only a vision of an uncertain, volatile future ahead. As if through a cruel twist of irony, managers must also manage important day-to-day activities. Thus, sometimes leaders are also caught between attempting to create the future while managing the present. All too frequently, the present wins out over the future, making the future yet more uncertain.
Change leadership is a business process. However, many organizations today utilize crisis management techniques to manage their strategic changes. This leads to short term thinking, poor decision-making and burn out. A common vocabulary, process map and a set of leveraged management practices are needed to work through change successfully. Surgeons have a common language regarding human anatomy and physiology, the process flow of the surgery and tools to measure and monitor patient's vital signs. A common mindset and precise, timely, coordinated behaviors are active during successful surgery. Common language, business process and coordinated behavior are also present during effective inventory management, construction, succession planning and other important organizational activities.
Emotion and intuition are important human dimensions of activity, yet we find that when managing significant changes, many organizations rely almost totally on them, to the exclusion of more rational processes. Crisis management fueled by emotion and intuitions can be a recipe for disaster. Tempering emotion and intuition with proven, rational change management practices improves your odds. And, measurement of the key organizational vital signs helps immensely here. As we like to say, "There is a lot to say about change management. We are just more comfortable entering those conversations with some organizational data in hand." Theories, whether they are discussed in popular management books or they are the "theories in use" of leaders are grounded in light of facts. CAS provides the facts.
The CAS is different than virtually every other change management survey because it measures your firm's progress on a specific change. Climate surveys are good at assessing the overall attitude of employees. They tend to ask general questions about items such the company's identity, its benefits, its physical infrastructure and its management practices. CAS asks targeted questions about your firm's change leadership practices regarding a particular change initiative or group of initiatives. It is a precise, focused assessment versus a broad-spectrum impression.

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