Aligning Organisational Change With The Personal Transitions
"What I am currently struggling with is transition management within change management .
Change management touches aspect internally and externally. However research shows that it takes much longer for people to transition internally than to change.
I agree that it's relatively easy for the directors of an organisation to dream up a "vision", "big idea" or "new direction", to then announce it without paying much (if any) attention to the human side of the change.
It happens all too often - which is largely why the failure rate remains so high (c70%). In these circumstances, the internal emotional and psychological transitions do appear to take longer than the external organisational changes.
However, in my view, this apparent "time lag" or "dis-connect " is in fact largely an illusion as no organisation successfully completes a change AND realises all of the envisaged benefits UNTIL the people have transitioned.
Successful organisational change (and the measure of what success means is that the envisaged benefits are fully realised) is inextricably tied to the people -side i.e. a critical mass of the people in the organisation have successfully transitioned (as William Bridges defines it).
In my view (which is based partly on experience and observation, and partly on hearing what most of the thought leaders and successful top-level practitioners have to say) successful organisation change (inc the human transitions) is largely dependent on leadership that recognises and addresses the emotional dimension, a holistic approach to change that realises that it is more than just a project level tick-boxes & checklists and that understands and addresses the multi-dimensional aspects of successful change, and that employs "processes that work for people" (if you'll forgive me quoting myself.)
However in the current climate where the rate of change is outstripping many (most?) organisations' (and their leaders') capacity to deal with it (ref Kotter), the only way organisations can survive and deal with this constant change is with "change ready" cultures - and that of course requires leaders who totally involve the people from the outset - and all the way through the change.
When this is the case people are better equipped and positioned to deal with their personal transitions - because they're empowered and involved.
When this happens external organisational change and the accompanying internal transitions become aligned (or at least a lot more aligned).
See:- Leadership Qualities
As you may have gathered - this whole theme of a "people-centric" approach to change is the dominant theme of my site and all of the material on it and in all of the free and paid for materials. This is not just simply a question of philosophy or outlook but is based on deep pragmatism i.e. it is critical to successful organisational change.
Click here to post comments
Join in and write your own page! It's easy to do. How? Simply click here to return to Ezine Comments.