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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.
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-
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)
Trends I am seeing that will influence change management’s future-
- Stakeholders get it- often more so than their leaders
- Executives are trying to establish control over the various organic change movements within their organizations
- External consultants are endlessly debating the definitions of project management (PM) and Organizational Change Management (OCM)
- The Big 3+ firms are subbing independents for strategy and high level change work
- PMO’s are being used less and less as the placement area for change agents and change management consultants
This is a preview of One future of Change Management- Up high, partly inside and boutique . Read the full post (253 words, estimated 1:01 mins 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?
You do have one?
Placing an external change management resource high in an organization is incredibly powerful. Leveraging that power in a way that is honest and effective is an approach few C-level executives choose to use. I will make the assumption that this is a tool at the bottom of the box that you did not know you had.
This is what has happened when I have lived this role for a client-
The employees are shocked and surprised like a kid who gets two pieces of candy at the store instead of one.
This is a preview of C-level leverage of your Change Management Trusted Advisor . Read the full post (287 words, 1 image, estimated 1:09 mins reading time)
Tampering with tradition, common practice and “we have always done things this way” is fraught with complications. Unwillingness to delve into that difficult area is a recipe for change “failure”. How then as the executive owner do you place yourself into the fire?
- Acknowledge your own tie to organizational traditions
- Do the same for others
- Use external influence to gauge, address, and if necessary, overcome
Trying to standardize the practice of Change Management.
There are plenty of things that are consistent enough from practitioner to practitioner to agree on a set of approaches. But…
Feeling the need to standardize- for the consultants to sell their services and for the client to have clarity on value- is a symptom of a greater problem. Change Management needs to connect directly to strategic direction and to individual work effort.
You could say the needed change is away from a project management focus and toward an ongoing corporate structure that can leverage people and then roll out projects.
Historical approaches and a vertical perspectives are not working.
The resulting trend is horizontal change management. Horizontal is the positions of equal "rank" within verticals- like VP sales to VP IT. So there are up eight horizontals depending on the size of the organization.
The next trend is to place work in context with the whole. The whole being org. strategy, big picture, end state, direction of growth etc. Once a stakeholder knows how their work fits (which motivates them to participate) then they need to know when and with what effort that participation is needed.
This is a preview of Change Management Trends – Horizontal Change Management . Read the full post (360 words, estimated 1:26 mins reading time)
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