Professor Rosabeth Moss Kanter said “a clear destination is necessary to guide the journey of change. Many change efforts falter because of confusion over exactly where everyone is expected to arrive.” Of course, we don’t always know what our final destination is. However, answering a series of questions can help us decide where we want to go and provide easy steps for getting there. What problem are we trying to solve? What’s the current situation? What are our ultimate objectives? What needs to change to meet your objectives? What process should we employ? Stop right there! Can you see something
The Cynefin Framework is a useful model for describing complex systems and is particularly helpful when grappling with the complexity and ambiguity that often surrounds innovation. To do it justice requires many thousands of words but I have tried to provide a flavour so that readers can investigate further for themselves. First of all it is a sense-making not a categorisation model i.e. our data already exists and our model is applied to make sense of the patterns that occur within it. The model describes 3 types of systems – ordered (subdivided into simple and complicated), complex and chaotic. For
In the current economic climate the public sector in the UK is under extreme pressure to continue to deliver the services that we need while cutting budgets. The remedies adopted by those who class themselves as leaders seem to fall into two categories: slicing thorough the organisation undergoing some form of ‘transformational change’ The first remedy is easy to implement. If we need savings of 10% then let us trim 10% from everything. This takes no account of what we do, it is just simple belt tightening and when services start to suffer our leaders just cry ‘we had to
This is not a trick question. Many of us have undergone change programmes over the years and many have not worked or had no effect. Why is this? The answer is quite simple, the initiatives have not been Change programmes, they have mostly been renaming exercises. The phrase ‘rearranging deckchairs on the Titanic’ springs to mind here and it is most unfortunate that such exercises have largely been carried out in the public sector in the UK since the economic downturn began to bite. So what has actually been happening, particularly in our councils and Civil Service? Luckily for employees,
My view of an organisation that exhibits creative or innovative behaviour is organic and focuses on people. It therefore seems a good idea to use metaphors that relate to the wellbeing and performance of people themselves. So what does make us feel good or energised and what is not so good? How about a detox by way of a change in diet (as opposed to some of the unpleasant practices that exist at health spas)? As human beings we tend to feel sluggish when we have drunk too much alcohol or coffee or not enough water. We are told to
This is an old Apple promo video that has reappeared with the release of the iPad. It features many characters that at the time were regarded as crazy in some way. Yet their craziness, curiosity, creativity and desire to disrupt the status quo had a lasting effect on all of us. So can we learn from this? Is crazy good and just how much of it do we need, after all it is a powerful phenomenon. So just how far should we be prepared to go to try and change things? How far would YOU be prepared to go?