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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)
As with any buzz term (employee engagement being high on the list of buzzes), group think and assumptions cloud a clear understanding of a motivated individual…
Bringing your dog to work might be cool and something to brag about with your friends and running with an impassioned leader may feel good, but having your work matter and understanding why is the ultimate motivator.
This is a preview of Employee Engagement- You can almost hear the buzzing . Read the full post (181 words, 1 image, estimated 43 secs 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)
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)
Change Management communication has four phases.
Idea communication
Awareness
Project Communications
Gauging success
idea communication-
This is the time that the original idea goes through the process of matching to corporate strategy and connecting to the experience, perspective and knowledge of stakeholders. Obviously not everything can be communicated. A sensible level of transparency during this stage will be rewarded in later phases with increased participation and productivity.
awareness-
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)
At the End State lies the alignment of vision, process and people/behavior change to business objectives. There you will find a Pot of Gold full of capital for the next initiative-if you can navigate the change path. It is winding, meandering and typically only the first leg is clear. To smooth out the journey it helps to visualize the last leg of the trip and to be clear about the end state. Like a stream down a hill the path will then appear.
What is the End State?
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