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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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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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
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
(2) Comments
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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Herding Strong Egos
(3) CommentsGo to the beginning of this series.
Hi. My name is Daryl Conner and I’m a methodology bigot.
It takes a strong ego to be a successful change agent (it’s not a role for the timid), yet it is this very ego that can pull us over to the dark side of professional arrogance. What can temper our self-confidence enough so that we sustain the inner strength we need, but maintain mutual respect among the different approaches? In my experience, three things can help keep strong egos in alignment with, instead of against, each other. more
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The Question Isn’t “If,” It’s “To What Degree?”
Go to the beginning of this series.
Hi. My name is Daryl Conner and I’m a methodology bigot.
In this series, I’ve been trying to challenge all of us to search out any tendencies of the methodology bigot that we might harbor. We’d rather not admit it, but we probably all have some elements buried inside us. It is hard to be fully dedicated to an approach and avoid crossing the line into disregard, if not intolerance, of alternative perspectives.
No, you’re probably not a full-blown dogmatist as characterized by all the attributes I have described. Neither am I, but more
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Take Your Medicine Whether You Feel Sick or Not
Go to the beginning of this series.
Hi. My name is Daryl Conner and I’m a methodology bigot.
Many reading this series on the methodology bigot’s mindset may be appalled at the notion such thinking could survive in this age of enlightenment, much less within the civilized, savvy field of change management. Some may think that if this kind of partisan judgment does exist, it must be limited to a small minority. I’m not suggesting that methodology bigotry is universal among change practitioners, but it’s far more prevalent than is healthy for our individual development, or the general maturation of our field. In fact, this kind of prejudice has become pervasive precisely because, for the most part, practitioners are unaware it has taken up residence within themselves and within our ranks. And a problem unrecognized usually means a problem in unabated growth mode.
Methodology bigots don’t wake up in the morning and say to themselves, “It’s a good day more
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We Have Met the Enemy and It Is Us
(2) CommentsGo to the beginning of this series.
Hi. My name is Daryl Conner and I’m a methodology bigot.
The first step toward recovery for any of us who might have fallen into the “pit of arrogance” is to acknowledge the problem.
One of the reasons AA is so successful is that its members know first-hand the challenges of alcoholism. They also know all the ways people can kid themselves into thinking their problem is under control when it’s not. No one can be as supportive or as brutally honest with an alcoholic as another alcoholic can.
It is from this perspective that I am both empathetic and confrontive toward methodology bigots. I am one. (Yes, you read correctly. I used the present tense).
As with many deep-seated dysfunctions, healing from this destructive mindset is not a destination, it is more
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