Some Background to the Change Model – The Results.
Results – Hard and soft, all results good or bad have to be defined. Lessons learned and corrections made. Some hard measurements – like time-scales – have to be adhered to, but anecdotal stories like gaining new skills or business because of the change, even though the change has not yet been completed, are useful. Like continuous learning, continuous feedback of results is important.
Review – When moving into confusion, a review gives a comforting feel to the change. The outside influences from friends, family, colleagues, the market place, shareholders, governments, mean continuous review and change of plans may be needed. This can mean the total abandoning of the current changes and realignment with new needs. This may not easy but has to be done.
Feedback – Once the change is happening, feedback is often neglected, when everything is going well. Within the team it is usually acceptable but, externally those outside the change, time needs to be spent keeping the as many as possible up-to-date on the changes. Others may be waiting to see the results of your changes before following the same route themselves. Highlight good stories and good points, stop negativity creeping in. Many allies that make the path easier are the result of good communications.
Pilot – Provenance needs to be told. With Provenance the story is told with a history and facts. There is a need to address attitudes for example “this is fine for you, but I am different and this will not apply to me”. In these circumstances, it is often helpful to develop a limited pilot which explains to other cultures and environments that the changes will be useful to them. A pilot should be broad to make sure that all the principles and vision are shown but no great depth is needed. This gets a message across.
Learning – This includes training. If any change process is to be readily accepted, training must be provided, before, during and after the change. 80% of change initiatives fail as long-term support is not available. Do the groundwork, show the changes and their principles and do not let changes just “happen”. This learning process helps discover who the Level 4 Champions are. It is also important to realise that learning covers the informal as well as the formal: lingering over an extra cup of coffee can be more productive than a formal training session. Be aware of the choices and variety of learning. As the need changes so does learning.
Review – Keep it continuous.
Test Provenance – Take nothing for granted. Use the need to challenge. Ask, is it real? Ask am I being mislead? Always make sure that these questions are asked in a positive way.
Context – Always revisit the context when you started a change. Then check this against what you thought the new context was going to be when change was started. As you will never arrive at the original destination, only travelling towards it, remember the context travels with you and changes with the journey. Revisit and check and challenge. You are looking for continuous change and sustainable growth. Remember to look for the hidden context, that which is not visible on the surface. Symbols may give a pointer to what is hidden, for example, extreme resistance to new technology showing up as breakdowns. Are individual change variations and the barriers to change overcome and aligned? Knowledge and understanding of the deeper meanings within us are the enablers that allow us to travel from the current state of certainty to a new state of certainty. This new state then starts the cycle again. By this stage, introducing the original changes may have been successfully but meanwhile life conditions have changed and moved on. Like a sailing boat, the weather demands changes to the way you handle the boat, this can be through continuous awareness or be forced by a crisis, a storm, for example. The objective is to ensure that you are well enough trained and opened minded to be able to react to the changing conditions, like an unexpected crisis.
Context – Understand the influences of life conditions that impinge on your life today of your family and work: the market conditions; government laws; investment; customer needs; levels of community support and a high degree of professionalism. Consider the effect of any strategic intent like moving house, a new job and promotion.
Present State – This recognises the context in which the business is working and uses the various tools that can assess this present state. Some of these tools could be: SWOT Analysis (Strengths Weaknesses Opportunities and Threats), Scenario Planning, EQ (emotional intelligence), SQ (Spiritual Intelligence) and Cultural and change evaluations, as examples.
Unfreezing – To start any process of change you have to take the first step. This is often the most difficult. Most people are more comfortable with what they know; they prefer certainty, part of the human condition. There are no hard-and-fast rules about what intervention technique to use to get started. But the six conditions for change need to be met.
1. Potential for more complex thinking
2. Solutions found to day-to-day problems
3. Dissonance between current ways of coping
4. Barriers to change identified and dealt with
5. Insight into alternatives and viable choices
6. Support available during the transition
The buy-in of all the stakeholders is the key to successful change.