Key points from mark Osborne's workshop looking at change management.
In a fast moving world we need to distinguish management (things, processes & procedures focused on the now) with leadership (people, vision, and development for tomorrow). Then leadership can be of two types:
1. Leadership for a slow-moving world - where a lone ranger boss carries out sequential and orderly decision making where they may consult, consider and make decisions alone.
2. Leadership in a fast moving-world - where leaders are connected, and empowered teams are decision makers. People are networked and a complex non-linear organisation exists. The teams pool information then make decisions.
There are varying characteristics of first order and second order changes. According to (The National Academy)
First- and Second-Order Change
- First-order change is doing more – or less – of something we are already doing. First-order change is always reversible.
- Second-order change is deciding – or being forced – to do something significantly or fundamentally different from what we have done before. The process is irreversible: once you begin, it is impossible to return to the way you were doing before.
The characteristics of first- and second-order change
- First-order change
- Adjustments within the existing structure
- Doing more or less of something
- Restoration of balance (homeostasis)
- New learning is not required
- Old story can still be told
- Second-order change
- New way of seeing things
- Shifting gears
- Often begins through the informal system
- Transformation to something quite different
- Requires new learning
- New story is told
- impact on organisation (20%)
- impact on society (making a better society or community)
- impact on stakeholders (better outcomes, opportunities, well-being)
- impact on the team (sense of belonging, caring environment)
Impact on me personally (career development, job satisfaction, well-being)
As part of this, while we constantly assess the risk associated with change, we rarely assess the risk of remaining with the status quo.
Change readiness occurs when believe:
- that change is needed
- the proposed change is appropriate for the challenge at hand (high cultural fit, personal valence - connecting with why people do their job)
- the organisation has the capacity to implement change
(Armenakis et al, 1993)
Also a decision to change is easy when we know values guide us in that decision making.