When organizations implement changes, it’s common to first attend to the technical and tangible aspects – the new strategies, structures, systems, processes. Attention then turns to bring people on board the ship that has already sailed.
The traditional approach is to add “change modules” to the end of program plans. This works for some changes – the simple kinds that don’t significantly affect roles, self-esteem, job certainty, relationships, or don’t require the “coal face” insights of people who will make the changes work. An unconscious belief underlies this view: that people are objects to manipulate and that it’s the leader’s role to persuade, justify the changes, reward new behavior, and generally control the behavior change process.
Many of today’s changes require, from their inception, the creativity and commitment of people who will implement them. Additionally, there is a deeper business transformation occurring that is shaking the foundations of everything as we near the “singularity” – the time when computers will be as intelligent as us.”
Under these 21st Century conditions, the traditional change ”management” paradigm actually hinders change. The real challenge is to unleash all the energy and capability of the enterprise to evolve itself.
This requires leaders to
- Understand change from a complexity, social psychology, and human development perspective
- Have a reservoir of mental models and analytical savvy to enable them to “see” through the fog to the real issues and levers
- Access a variety of tools and methods when and where they can add value
- Put enough resources (money, structure, dedicated staff, executive time) into the process to ensure success
- Evolve themselves as changing human beings and leaders of transformational change
- The GuideStar Organization Diagnostic. Engage your leaders and employees in a multi-faceted examination of your change capability. The Diagnostic focuses on: how you related to customers, where the company is in your evolutionary (maturity) journey, the company’s learning agility, leadership (from an impact vs. competency perspective). We will add a segment focused on specific functional impact, and more. This Diagnostic is not just a survey. It is part of a strategy planning process where you work with us to create a multifaceted picture of your enterprise. And we work with you to bring your insights into action plans that integrate with your business strategy. We will not conduct the diagnostic without your written commitment to a rigorous follow through.
- Advisory Support for Developing and Implementing Change Success Plans. It’s your process, but we have broad experience in complex change. We will add our experience and insights to yours. Then you proceed, with us working with you and helping evaluate progress when it makes sense for your success.
- Training and Development for Executives and Change Leaders. For larger transformations and changes, you may want to enlist a group of people from inside the organization to be trained in and then to provide skilled change support. We have developed large global teams of change leaders (it is a powerful developmental experience for them) and trained smaller groups, including executives. Let us tell you our stories!
- Upgrade the Personal Change Capacity of Your Workforce. Our “learning to learn” support tools focus on the importance of mindsets and skills for self-management, self-learning, and change versatility. A learning-able workforce will accelerate and amplify every change you want to make