IMPLEMENTING CHANGE IS NEVER SIMPLE, OR EASY!
Many people working in large organizations start out with the view that implementing change is fairly straightforward. We’re all on the same team? Right??
Unfortunately the larger the organization is the less true this statement is!
Maybe there is a magic mathematical formula that determines the point where an organization breaks down and becomes a set of powerful individuals or functional silos with their own personal goals?
It struck me the other day how we approach projects such as implementing change with a set of sequential steps when in fact there is an interdependency between things which means we must examine and think more holistically.
For example, usually when a Change management project comes up and you are the one selected to “facilitate” the transformation. The conversation is usually more about the “What” of the project. What are we changing? However at that point it is almost impossible to consider the “what” issues in isolation from the other variables that will affect the outcome. Things like,,,”who”……”how”…..and “when”?
In the case of a major divisional reorganization, although there may be some clarity about the “What” the specific issues, or potential roadblocks are forgotten with the drive for improvement! Yet, clearly, the “who” in this case is essential as it would need to be someone with the maturity and respect of the organization to lead this effort. Having a more junior person in that role might increase the risks, and increase the project timeline (“When”)?
Therefore in our experience rather than adopting a sequential series of steps, it becomes more of a heuristic what-if model. In our example the “What” has to be considered in the light of complexity, levels of resistance, types of people impacted etc. Then the “who” has to be introduced based on the complexity and other factors previously identified. The choice of “who” is appointed may very well impact the project quality, risk, and timelines! Which is when the timelines comes under review based on the “what” and the “who” Similarly, when we think we have completed this process we also have to throw “How” into the equation! Yet again the complexity, or the choice of the person selected to lead the change effort, or timeline are all related to the “How” This iterative process between these elements will enable the experienced Change Agent to navigate successfully into a hopefully risk free successful change implementation.
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