I love change management as an OD practice. If you believe Heraclitus: There’s nothing permanent, but change---then as practitioners, we will never ran out of work. Is it? Note however that as your organization changes, so will your change management approach as well. Right?
Recall that most models we still use today predate the internet. They were conceived assuming that organizations have: hierarchical structures; specialized departments; centralized and formal authority; standard operating manuals and procedures; snail paced communications; stable and predictable; control was overvalued; physical work space for everyone; emphasis on efficiency, and limited globalization view. These features may still be in use today. If you dig deeper, remnants of them still survive in large family-run businesses, governments, academia, and non-profits, but it quickly fades over time.
In an online chat, a practitioner confessed to me that change management is now a “hard” sell. In lieu of “change,” I have used “transition” and “transformation” with no visible effect. It used to be that his four months of "lectures and hands-on" were reduced to his two hours of lectures, after which the client took care of everything. We exchanged many sad stories.
Then, we agreed that: (a) yesterday’s change management assumptions are no longer valid today, and (b) organization context and rules of engagement have changed. So conventional models are unable to address the complexity and dynamics of today’s organization landscape.
Today’s Narrative
With our conventional lens, we (and management too!) have overlooked the incremental and largely imperceptible changes that reshaped our today’s organizations. In fact, the pendulum has swung in the opposite direction. Today’s organizations are the complete opposite of what they were once was. They are: flexible; faster in communications; innovations conscious; empower teams and nurture talents; encourage participation, interaction and collaboration; and having a global mindset.
Today’s narrative challenges the conventional notion that change can be centrally initiated, controlled and managed. Instead, we recognize that change dies not come from a single agitator (not a leader and much less an OD practitioner), but multiple internal sources. We recognize that change is a collective effort, with diverse individuals and teams contributing to the transformation process. Rightly so, today’s narrative shifts the burden of change from the usual suspects to the entire organization. Making change management a true bottom-up process.
Conventional approaches idealize change management, but create the illusion that change can be carefully planned and implemented following predetermined steps towards a vision. Today’s narrative acknowledges the chaos and unpredictability inherent in change. This encourages organizations to embrace realism by acknowledging the diverse perspectives, voices, and actions that shape the process of change. This inclusivity promotes employee ownership and empowerment leading to greater understanding, engagement, and commitment.
A Reimagined and Emerging Narrative
Future changes will not only be as dramatic as they are today. They will be disruptive (e.g. new pandemics, terrorism, uncontrolled inflation, degrowth, etc.). Organizations must withstand the onslaught of chaos like a rocket ship cautiously navigating through a meteor storm.
Reimagining tomorrow’s narrative begins with organizations being (or having): agile and adaptable; data driven; constantly balancing between customer and employee orientation; oriented towards value creation, continuous learning and iteration; emotional intelligence and adaptive leadership; high collaboration and stakeholder engagements; sustainability conscious; and open to new work arrangements. The reinterpreted narrative assumes that change is organic and inevitable. Embrace the complexity and diversity of change processes that can originate from internal (top, bottom, middle, etc.) or external (suppliers, customers, competition, government, investors, etc.) sources. For survival’s sake, it is difficult to assume that change can be contained, managed or controlled.
Making them Happen
As practitioners, we cannot just take any off-the-shelf change management model or look for “one-size-fits-all solution.” Always explore alternative approaches. Question the assumptions behind each approach. This increases your understanding of change and opens the doors to new possibilities and solutions. The narrative reflects the possible directions in change management, but it's important to note that the field is constantly evolving. Organizations must remain agile, adapt to new trends, and tailor their approaches to their specific contexts and goals. Watch the Inner Side of Organization Change by Dutch Change guru, Thijs Homan for TED Talk below.
The above narratives recognize the limitations of our models. They encourage organizations to move away from rigid, preconceived plans and instead foster an environment that encourages experimentation, learning, and adaptation. The flexibility will allow us to use a wide-angle lens to see beyond the obvious, tap into potential change makers and engage them to become active agents of change.
Moreover, by acknowledging the collective nature of change and empowering employees to contribute to the change process, organizations can stimulate a culture of continuous learning and adaptation. Embracing realism, inclusivity, and flexibility will help organizations effectively manage change and create a more agile and resilient future.
Knock! Knock!
Opppsss. Someone’s knocking at my door. Apology. Ohhh its Ms AI. Are you visiting or staying Ms AI?
NOTES:
1.Related Article: Our Change Management Models can be Wrong?
2. SPECIAL INVITATION TO OUR READERS IN THE PHILIPPINES. You are invited to share your opinion on the HR/OD Trends for presentation and discussion in our forthcoming ODLabs 2023 in Davao City on July 20 to 21. Share your voice here.
3. Event Announcement: ODLAB 2023: REIMAGINE OD. ODPN takes the lead in driving and inspiring a new direction for OD in the Philippines by first
4. REIMAGINING THE PRACTICE on July 20—21, 2023 in Davao. You’re invited. Connect to ODPN (odpnsecretariat@gmail.com) for a brochure, registration and sponsorship opportunities. Join us! the date!!!
5.Forthcoming Courses for OD Professionals
OD Conversation: Filipino Leadership Amidst an Unprecedented Global Disruption by ex-DDI GM Roland Ruiz on June 21, 10am-12nn, via zoom!
Dr. Josephine Perez Process Observation and Analysis, June 27-28
Dr. Joy Calleja OD Diagnosis, September 6 (In-Person)
Dr Melissa S Reyes Designing OD Interventions November 17 (In-Person)
6.Dr. Ed Canela Courses:
1. Data Analytics with AI for MSMEs #3 at University of the Philippines Institute for Small Scale Industries (UP ISSI) via Zoom June 20-22, 2023.
2. AI for OD Practitioners, June 30 and July 7, 2023, (online) for Php 5,000 Southeast Asia Interdisciplinary Development Institute (SAIDI) Graduate School of Organizational Development and Planning. Email interest to Ms. Cynthia Cruz.