Organisations constantly change – there is an ongoing process of evolution

Potential

Possible Probable

Organisations constantly change. There is an ongoing process of evolution. This process is cyclical and reversible. Multiple states can also co-exist within the same organisation

Potential

Possible Probable

State P1 = Potential State P2 = Possible State P3 = Probable State A = Actual

Potential

Possible Probable

Actual

A = sum (P1, P2, P3)

Potential

Possible Probable

Actual

Potential (P1)

• Typical of a newly formed organisation or team • There is high energy focused on innovation • There are low levels of formal structure • There are rapid and dynamic responses to change • There is a “Can do, will do” approach • There are amorphous systems and processes

Possible (P2)

• Lots of initial feedback and data from activities • Increasing definition of options • Emergence of structure • Emergence of caution and consideration • Relationships and networks start to form

Probable (P3)

• Levels of status quo are increasing • Potentially restricting norms start to emerge • Energy shifts to consolidation • Emergence of self regulating dynamics • Incremental change • Development of corporate culture and values

Actual (A) Manifestation of the current organisation

A = sum (P1, P2, P3)

Potential

Possible Probable

Actual

Potential (P1) • Typical of a newly formed organisation or team • High energy focused on innovation • Low structure • Rapid and responsive change • “Can do, will do” approach • Amorphous systems and processes

Possible (P2) • Initial feedback and data from activities • Increasing definition of options • Emergence of structure • Emergence of caution and consideration • Relationships and networks start to form

Probable (P3) • Increasing levels of status quo • Emergence of norms • Energy shifts to consolidation • Emergence of self regulating dynamics • Incremental change • Development of corporate culture and values

Actual (A)

Manifestation of the current organisation

A = sum (P1, P2, P3)

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Dynamic Energy Change Inertia

OK , so what? If we are to have influence at an organisational level, we need to be fully cognisant of the predominating state of the organisation and of the different states that also co-exist.

We can then craft our intervention accordingly, based on the following hypothesis.

Hypothesis:

The effectiveness of any change intervention is directly proportional to: •  The ability to receive and understand • The inherent resistance to change • The motivation to upset the status quo

Ability (to receive and understand)

• What is the message • How is it communicated • How is it received • What filters are in place • What distortion occurs

Resistance (to change)

• The energetic State of the organisation • The level of organisational homeostasis (ability to maintain status quo) • Organisational ‘psychosclerosis’ (hardening of the attitudes)

Motivation

WIIFM – what’s in it for me? • Moving away from adversity • Moving towards a compelling goal • Degree to which the performance framework supports and rewards changes in behaviour

So in summary, the effectiveness (E) of the change intervention can be defined as:

E = (A + M) – R A = Ability

M = Motivation R = Resistance

Potential

Possible Probable

Actual

Recap • Awareness of the state/s influences how and where we intervene to improve • This may even identify a necessity to shift some components in advance • We can maximise impact by understanding the receptiveness to communication and the motivating factors for change

• Assuming a dynamic system, our aim is to develop positive feedback loops • These create their own momentum. This “pulls” change throughout the system naturally, rather than enforcing exhaustively. • After the initial catalysis for change, it becomes self sustaining

Pull Push

• We identify the smallest first steps possible, rather than an expensive & widespread campaign • We build in the ability to sense and respond naturally, rather than enforcing costly predict and control processes • We dynamically steer forward maximising opportunities, rather than rigidly following one restrictive direction

• Initial action

feedback

• Review of data

feedback • Next

step

feedback

Summary of the 3-PA approach: • Comprehensive initial inventory of the organisation • Co-design interventions for maximum effectiveness • Development of an approach to allow self determination of staff at all levels • Identify small steps – encouraging a ‘sense and respond’ approach • Risk manage through robust governance • Reward success

Potential

Possible Probable

Actual

Next steps: Contact Andrew Porter

44(0)7958 615258

Potential

Possible Probable

Actual