A Blueprint for Organisational Change
When undertaking problem solving for clients, the solution often results in wholesale organisational change. Finding solutions is, of course, the hallmark of a competent Consultancy. Because I understand that organisations have a personality just like people, the problem is always unique to that particular organisation. And so of course, it follows, the solution is unique.
I use a paradoxically, simple approach to complex organisational change. Using my expertise in Neuro-Linguistic Programming (NLP) and Myers-Briggs Type Indicator (MBTI) coupled with systems thinking I help leaders get to the crux of the problem and help them find organisational solutions quickly.
The 5 step process allows leaders to look at organisational change from a number of different perspectives; zoom in and zoom out; satisfy both intuitive/visionary and auditory/sensory preferences for taking in, assimilating and communicating information. It also encourages a holistic decision-making process which embraces heart and mind, or logic and feeling preferences.
The process in itself is a simple one, which helps maintain focus, although the dynamics of the process helps clarify complexities. The 5 step process sets out the steps needed for effective organisational change.
The 5 Step Blueprint
1. Where are you going?
There are usually three basic directions, and it’s important to find out exactly where the organisation wants to go and how it wants to travel. It is vital to determine at the very outset the clear drivers for change.
You may find that there is a combination of ways to move forward, but asking the question in this frame helps uncover what is motivating the change and develops the basis for the next step:
2. At What level does the change need to be made?
There are 6 basic levels.Each level is linked to 6 logical levels of change used in NLP:
Identifying the starting level might take some time. When your starting point is level one, this point will affect all following levels. So, for example, starting at level 4, Knowledge, skills and competencies, will mean those factors will inform lower levels. The next step is:
3. How does the change affect each part of the organisation?
In addition to the logical levels above, change impacts each part of the whole. The change process must anticipate those impacts. Consultation on the detail should take place. Any adjustments will be made across each level. The level at which the change occurs will determine the scope and depth of the impact. Some impacts might be:
4. How will you know that the change is successful?
What exactly does success look like? Ways to frame this question can be:
5. How will the changes happen?
If the change is a one-off intervention, a programme or project approach may be beneficial. If it is more significant, then you may want to build the change into the strategic plan and build in outcomes and ownership accordingly. For a systematic approach, you need to consider the following elements to ensure success:
As you can see, change is only as complicated as you want it to be. Keeping it simple may not satisfy the more theoretical and analytical minds around, but cutting out complexity is the surest way to get results more quickly and in a way in which everyone understands.