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There is a theory in quantum mechanics that it is possible the future influences the present (and possibly the past). I dug into it in a recent Discover Magazine article.
And did my best to understand the true meaning for quantum mechanics, but big picture mentality that I have…
I got to wondering how that might look for the change process.
It could mean there are multiple versions of result and effect. Basically versions of success and failure. Successful establishment of process and an adaptation of culture to speed change if the future has anything to do with it should be the hand that pulls in the present.
I re-formatted my computer yesterday and instead of using my imaged backup I chose to start from scratch. Which seeded a train of thought about Chosen Change. As individuals there are countless opportunities to choose change- jobs, hobbies, friends, networks, environment, etc all have the potential to be tweaked, molded and turned upside down. The more that is upended at once the greater the possibility of different perspective, approach and, possibly, results.
While virtually impossible in most cases there are large systems that would benefit from upending chosen change- (caveat US and California viewpoint) the educational system, the health system, the legal system, the political system, fill in your own.
Or at least allowed to overstay their welcome.
Elephants are big, intimidating and comforting all at once. Elephants you want on your side to protect you.
Here is why they are allowed to stay in organizations-
- They are protection from change
- They are an affirmation of culture
- They separate silos
- They are humilities’ path
I find that the elephant is often called out by stakeholders. Those elephants in the room are usually obvious to all. What is interesting, and an important consideration in approaching change, is that they are often valued and protected. Because when they are, an avenue for avoiding change is reinforced. The elephant will make the change impossible… and we are not going to touch the elephant (a nice circular, insular and protective argument).
This is a preview of The elephant in the room- Sometimes an invited guest . Read the full post (318 words, 1 image, estimated 1:16 mins reading time)
Change success (the accomplishment of business objectives near and long term) requires connecting work and motivation to vision/idea/change and vice-versa. That means strategy must make sense and the "make sense" must be transferred to the employees in a way they will accept.
While this seems obvious I find most executives understanding it only on a surface level.
If this loop of idea and work does not exist and/or is not understood then that is the first step in the process of introducing change ideas. With a clear understanding of what it takes to get things done, assuming a change idea will facilitate that process, anyone in the organization should be able to communicate an idea.
This is a preview of Preparing for the next great idea- Extra ingredients for Change Management . Read the full post (174 words, estimated 42 secs reading time)
 – thinking that change can be "managed"
- reliance on tools, templates and method
- using inexperienced change agents
Middle of the organization change tends to draw clients and consultants into an exercise in creating "engagement".
If somebody likes to run they run. Good luck "engaging" someone who does not.
The core problem is that most organizations do not truly have OCM (Organizational Change Management) built into their corporate strategy. So "change engagement" tends to spend time addressing symptoms rather than root causes. "Un-engagement", lack of sponsorship and hit and miss buy-in are the cough, the sneeze and the runny nose.
This is a preview of 3 mistakes (client/consultant) of middle of the organization Change Management . Read the full post (218 words, 1 image, estimated 52 secs reading time)
Connecting the work of individuals to the strategy of the organization. Placing the strategy of the organization in context with the motivation and work of employees.
If, as a stakeholder, I know how my work fits in and how I can effectively contribute then change management has been successful. If that can be repeated for multiple initiatives, programs and projects then change management has been culturized.
Permanent link to this post (67 words, estimated 16 secs reading time)
A comment and a question I get at every cocktail party when my career is revealed-
That must be fascinating! (it is!)
Do you feel helpless most of the time? (yes but not for long)
My role is at times like the backup quarter back (when there is little chance for needed structural adjustment) and other times like a coach. A coach must stand on the sidelines and hope planning and description translates into strategy and action. They lead but they are not the true leader, the quarterback is. They must survey the big picture while others focus in on task. They work less as a team member than as a giant set of arms holding it all together.
These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
Successful change management communication informs stakeholders of the time and place for their work.
Time-
is the relationship of stakeholder work and participation to the total amount of time for the initiative, the time frame of the phase(s) they are included in and the period they will need to accomplish their tasks.
Place-
is the relationship of that work to participation and tasks that occur before and after their own (and possibly a connection of importance to the bigger picture).
Well of course this is simple time and project management right? If we communicate what is happening then we are doing a good job.
This is a preview of Where are we and how do I fit in? Change Management Communication for the Stakeholder . Read the full post (468 words, 1 image, estimated 1:52 mins reading time)
Plan ahead for levels of growth by structuring your organization with a change component.
Each layer of growth in a firm typically adds a layer of titles; each new title has the potential to create a new silo. Eventually it becomes difficult to move the organization fast enough to grow again.
If from the first stage of growth someone is responsible for horizontal connections (collaboration, communication, training across functions, diagonal mentoring etc) your culture will build around working together on the companies business objectives.
This is a preview of Planning for Change from the Beginning- Change Management for fast growth companies . Read the full post (225 words, 1 image, estimated 54 secs reading time)
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