What often stops your business growing, that change thing
Important? flavour of the month? oh no, not another fad! if we wait long enough “it” will go away . . . Why is it that most change strategies simply don’t work?
People and organisations
Talking and not hearing, listening and not understanding
The team’s current reality (due to considerable and constant change) is based on their thoughts, feelings and beliefs as they have lost most or all of their traditional reference points. Often the major cause of resistance to change is lack of consultation and discussion. Resistance to change is often a symptom of concentrating on “content” and not “process”. This is a paradox as there are often regular opportunities to discuss “issues”.
Group dynamics and resistance to change
The forming and strengthening of groups within the organisation during change is normal and natural. When the rate of change increases there are two groups that become dominant before and during the change process.
Why traditional change methods do not work
The change is too great, the changes cannot be measured and often cannot be repeated. There are three views on innovation and change. There is often confusion between continuous improvement, “inventive” or massive change and innovative. The fundamentals for any change should include creativity, innovation and leadership. There is a choice – to move from here to there – three approaches to change.
(We keep looking back to improve the present – what about the future?)
Creative and innovative change strategy
The key to any change process is based on inclusion and thus management is seen as being proactive. Change management can be difficult, frustrating and often not effective because changes have been implemented by reactive and exclusive management behaviours. Consider the “step – change” approach. This is where changes are smaller, the goals are visible and those involved feel as though they can achieve the goals. The idea is to take a small step together, change, measure and then change again. This change philosophy can be duplicated so multiple changes can be occurring in small manageable “events”. Reinforce the change and use the “celebration” strategy. When a goal is achieved, group and individual acknowledgement, praise and sometimes reward is undertaken. Emphasise and encourage the entire group to celebrate. This strategy is based on the need for individual and group recognition. Also the notion that if we celebrate at work, the workplace becomes a more pleasant environment to be in.
Steps to understanding, designing and implementing effective change
- Gather / finalise the data to establish the existing state
- Look forward and conduct a gap analysis – what is the gap(s) that we have to cross to get from here to there?
- We determine what is really stopping you getting from here to there. This could be a mixture of behaviours, mindsets, feelings and beliefs
- Develop the plan from the data gathered
- Create achievable milestones
- Review and start again