This is Part 2 of Dr. Rose Fuentes’ The DNA of Organizational Change gathered from published literature and learning sessions (See references used)). This is shared from Organizational Change Concepts/Ideas- Toolkit from a change practitioner’s engagements in steering and helping organizational changes work.
The matter of organizational change is well-written about, and researches on it abound too. But every change practitioner has her/his “handy pocket of favorites” of concept/idea reminders ‘saved’ from her/his experience and exposure. Here are mine to share.
First, when in the process of organizational change management, it is helpful to think of change as a spectrum. The change practitioner (whether internal or external to the organization) must carry a clear view of the entire stretch of the change spectrum. For this reason, leaders need to understand that the change process is tailored to the unique challenges and demands of each situation. It includes knowing cultural trends, understanding social climate and being well- informed on technological advances. On one end, you’ll find incremental or adaptive change which speaks to modest iterations. Adaptive changes are small, incremental changes organizations adopt to address needs that evolve over time. Throughout the process, the change leader may lead the organization to add, subtract, or refine processes to fine-tune and implement to be in sync with the business strategy currently in place. Many changes will fall somewhere between incremental and radical change. On the other hand, there’s renewal or transformational change pursues vast and even radical changes taking a substantial amount of time and energy to enact. It may involve a simultaneous shift in mission and strategy, company or team structure, people and organizational performance, or business processes. Though it's not always the case, radical changes are often a response to external forces, such as the emergence of a disruptive new competitor or issues, like the Covid-19 pandemic. Organizational change management typically includes three major phases: preparation, implementation, and follow-through.
Take this to heart - that organizational change management demands knowledge of organizations (both its focal and macro environment and including all related environments to these two realities) and competencies and skills relevant to confronting change in terms of anticipating it, designing the change to pursue and implementing the change. A change leader and/or manager tasked with overseeing organizational change or guiding your employees through it, must know what the process looks like and what to expect. Because change management doesn’t stop once you’ve successfully executed the transition. Both throughout and following the process, there is need to continuously assess outcomes, measure data, train employees on new methodologies and business practices, and readjust goals as necessary. The change leader and/or manager must be quick to spot new challenges arising and be flexible enough to adjust accordingly.
This is non-negotiable regardless of your array of competencies and skills. Organizational change management equally demands from the change practitioners a growth learning mindset - one that has a wide lens allowing multiple lenses beyond one’s own lens. The change process is a never-ending dynamic process. Mapping out the plan for the change process is definitely a must- handle for any change leader/manager. But adjusting, calibrating and re-calibrating the plan is a must-order. Aware of the life-energy of the change process, the leader and/or managers and actors in the processes recognize too that they are as dynamic as the processes. These movements, internal as these are, may not be easily perceptible. Such being the case, it is tempting for the leader and/or manager to rush the processes during the transition phase in order to claim results. Or to steer the initiatives driven by one’s experiences and expertise enriched by contexts other than the one on hand. The environment in need of change may yet still be struggling with volatility, uncertainty, complications or ambiguity. Be ready to explore an alternative environment, get going in RUPT until the new reality emerges. A good reminder worth sharing to every aspiring or already leading and/or managing change is this... managing the change process is not yet the desired change. So keep the patience, remain open to allowing the process flow with the plan. Easily stated than done!
Ahahaha, at the root of it all, keep in mind that organizations don’t change, people do. It is the cumulative impact of successful individual change that brings about successful organizational change. Remember - organizational change happens one person at a time. If individuals don’t make changes to their day-to-day work, an organizational transformation effort will not deliver results. People tend to be resistant to change under normal conditions though during times of crisis, no one needs to prod them to change. It is the people who are fundamentally being affected by any and every change initiative. It is the people who extend their cooperation and support to make the change happen. Without their engagement and participation, it is impossible to expect success, as it is them whose interests are most widely affected due to the change initiatives. Ignoring the people side to change can be very costly. People-related problems are always present in varying intensity across the organization. Ultimately, a lack of a carefully and systematically change management structured process using holistic strategies and tools to drive the change journey ends with an entombed organization. And declared RIP.
And in closing, every experience and/or exposure to change initiatives is distinct and all its own. The entire situation is differentiated by the context (internal & external environment), mix of people (leadership & the rest of the community), intention (goal), available resources, existing structures and, timing of introduction of the desired change. It is noteworthy to think that any attempt or better perhaps, every attempt and/or act to change, whether successful or otherwise, consider the experience and exposure a win-win for your practice in leading and/or managing change. Hindsight gives one lessons learned. Foresight offers a wider landscape for successful change undertaking. As a resolve, any change (at any level) initiative can work. But be ready, be prepared, be equipped to ride the waves of the change process. Own the change - that’s the first win!
In his exciting Inner side of Organizational Change, Thijs Homan, a Dutch Professor in Implementation and Change Management looks at the 'lived experience' of people in changing organisations, specially in large academic settings. In this short but insightful video, he discussed mono versus poly-centric changes, state (or leader focused versus dynamic change, realities in organization change as well as “on- and off-stage” change behaviour. Change management is power relationship happening off- NOT on the beautiful and what the practitioners’ often desired “on-stage” behaviour.
References
Hayden, John, et al. (1985). Organizational Change that Works. Pennsylvania, USA: DDI Press, c/o DDI International, World Headquarters.
Creasey, Tim. Change vs. Change Management (An Article published by Prosci Inc)
Lumen Solutions, Inc (Transforming 21st Century Organizations)
Nanwani, Suresh (2022). Organization and Education Development. New York, USA: Routledge
Peshawaria, Rajeev (2015). Be the Change. Singapore: McGraw-Hill Education
The Prosci ADKAR Model. (People. Change. Results)
Tabrizi, Behnam (2007). Rapid Transformation. USA: Harvard Business School Publishing Corporation.