Finding the Balance Between Logic and Creativity
BREAKING NEWS: Daryl will speak on bridging the gap between project management and change management on Peter de Jager’s webinar program this Thursday, July 29 at noon. To learn more and register please visit https://www2.gotomeeting.com/register/676031683.
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There are clear signature patterns that indicate whether an initiative will succeed or fail. An experienced change agent who recognizes and properly addresses them can greatly influence a project’s outcome:
- The characteristics of success can be infused into the implementation process from the beginning and encouraged throughout execution.
- The dynamics and behaviors associated with failure can be avoided altogether—or at least anticipated, detected, and mitigated as much as possible when signs begin to surface.
Change agents who practice their craft with the proper balance of art and science foster success patterns and minimize failure patterns. In doing so, they bring to bear a powerful competitive advantage for their clients.
However, finding that balance is a challenge.
Professional change facilitation resides on a continuum, with “art” and “science” at the poles. Our “craft” is represented by a sliding point that can reside at any position between the two extremes. Movement toward or away from either end of the continuum shouldn’t be based on more
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Our Craft Is a Blend of Art and Science
“Art and science have their meeting point in method.” ~Earl Edward George Bulwer-Lytton
Fundamental organizational shifts are partly chaotic and partly predictable. We have to be able to plan for and address the known aspects of change and at the same time acknowledge and deal with the inevitable puzzles, contradictions, and conundrums that arise.
Think of the execution of organizational change as a continuum. At one extreme, it is a stable process where we manage events by applying set rules and formulas. Here, a “paint by numbers” or cookbook solution would be acceptable. At the other end, it is a more
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Guest Interview—Peter de Jager
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Peter de Jager
Today’s post is an audio of a conversation I had with Peter de Jager. Peter and I have both been in the change business for a very long time. We’ve crossed paths on occasion, but only recently opened a dialogue, and I have really enjoyed it. Peter is a prolific speaker (he has presented keynote addresses on change management in 37 countries) and has written hundreds of articles for publications as diverse as the Washington Post and Scientific America.
In the first segment, Peter describes what he means by “a rational assimilation of the future.” He also expounds on his opinion that resistance to change is a myth, his provocative way of presenting information, and why he hates more
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How to Get Unstuck
(1) Comment“You don’t drown by falling in the water; you drown by staying there.” ~Edwin Louis Cole
In my last post, I wrote about what happens when initiatives become “stuck.” Challenges and obstacles to implementation are a regular and expected occurrence in any change initiative. They become problematic, however, when the attending change agent doesn’t have a plan he or she believes in, or even an idea, of how to solve the problem.
There is a framework practitioners can use to determine how to get unstuck, regardless of the nature of the desired outcome, or the implementation approach used (Kotter, Bridges, Anderson, Prosci, Conner, etc.), or the specific actions they call into play. This post provides a way to look at a generic intervention process and how to apply it to any change or execution methodology. more
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Are You Stuck?
“Most obstacles are imaginary; the rest are only temporary.” ~Scott Sorrel
We all get stuck sometimes…it’s part of the human experience. We know what we want to achieve and have a plan for doing it, but suddenly we’re faced with a challenge that mystifies us. The situation may involve a problem or opportunity, but the fact is, we don’t know how to resolve it given the present circumstances (or aren’t willing to because of certain implications). In other words, becoming unstuck isn’t about problems/opportunities—it’s about problems/opportunities with no clear way to address them.
There are as many ways to be stuck as there are aspects to our lives. We can become stuck with our spouse or kids, our friends, our careers or boss, our physical well-being, our spiritual development, etc. Anything of significance that we set out to accomplish can, and most likely will, become stuck at one time or another.
Professional change facilitators are not immune to being stuck. From time to time, even the most accomplished practitioners, applying the most capable execution methodologies, are unable to find a viable resolution to a particular more
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Patterns Aren’t Created, They Are Revealed
We don’t own patterns, yet we are all responsible for them.
Some of us might be fortunate enough to be the first to observe and document a pattern, but we didn’t invent it, we uncovered it. Adjusting to the unfamiliar has been part of the human experience since the beginning of time. Any change-related pattern we use was in play long before any of us started practicing this craft. And even though some of us have fashioned our own particular way of articulating transition dynamics (nomenclature, principles, guidelines, axioms) the basic patterns can’t be commandeered by any of us.
So, we can’t take credit for conceiving the patterns of change, but because we did discover them, we have a responsibility more
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Five Lenses for Viewing Patterns of Change (cont’d)
In my last post, I shared three of the lenses I use to observe the patterns (mindset and behaviors) that I pay attention to:
- The importance placed on matching change challenges with the appropriate commitment
- The importance placed on the intent of the change
- The importance placed on sponsors
Now, I’ll continue with the last two lenses: more
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Five Lenses for Viewing Patterns of Change
We’ve been talking about lenses that practitioners can use to identify patterns, and to help sponsors deal with change. I’m sure there are lenses you pay most attention to, and I encourage you to share them here. I’ll tell you about five I often rely on:
- The importance placed on matching challenge and commitment to change
- The importance placed on the intent of the change
- The importance placed on sponsors
- The importance leaders place on agents
- Leaders’ understanding of the nature of organizational change success
Each of these lenses reveals a series of mindset and behavior patterns.
Here are a few representative examples of the success mindset patterns more
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Use Mindset and Behavior Patterns to Your Advantage
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Once you understand that a specific mindset and its associated behaviors can either facilitate or impede success, you have a level of insight that can be truly invaluable to a sponsor who is less familiar with these kinds of change dynamics.
Mindsets are made up of frames of reference (the ways individuals make sense of situations) that lead to the formation of priorities (the relative importance of various options). Shared mindsets within an organization serve as the foundations of culture and ultimately lead to common patterns of behavior.
Successful change requires a specific mindset that is shared among key players as they perform their respective roles. This “success mindset” reflects the more
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Patterns: Order Beneath the Confusion
(1) Comment“What we call chaos is just patterns we haven’t recognized. What we call random is just patterns we can’t decipher. What we can’t understand we call nonsense. What we can’t read we call gibberish.” ~Chuck Palahniuk
How do we make sense out of the often extremely complicated and confusing dynamics that influence the outcomes of our change initiatives? And once we understand what’s going on, how do we help our sponsors (and, of course, agents and targets) grasp what is unfolding and choose the best course of action, given the present circumstances?
We could use simplistic explanations, but those don’t describe the depth of the situation. Too often, we get lost in the convoluted intricacies of the change and offer help that is more baffling than enlightening. Instead, what we must find, more
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