Why Investing in "Change Work" is Important

What is the meaning of "change work" and why does it matter?

If the very thought of change work makes your eyes roll, you might be someone who is already aware that change is continual, change can be difficult and that this knowledge, while affirming, doesn’t help you know what to do about change. To get a deeper perspective, consider first that change is natural, learning facilitates change and that all learning is change.

Phase one: becoming aware of what is changing is fundamental and essential, but it is only the first phase in a multi-phase process. The graphic below represents both the continuous and emergent nature of change and the stages encountered in navigating change (denial, acceptance, wilderness, embrace).

The very nature of change is a continual work-in-process. Whether the changes your face are merging two organizations, implementing new work processes, developing a strategy, or shifting behaviors and ways of interacting with others, change does not happen all at once. It is always shifting and emerging at the same time.

As we ride the continuously unfolding waves of change we go through a number of stages. Within each stage we can begin to appreciate the complexity of the process of change.

Consider for example a change to a new work process. Here are some questions you might consider while exploring the new way?

• What is driving the change?
• What will the new process do differently?
• What parts of the old do you want to conserve?
• How might those the old manifest differently in the new context?
• How much do we know about how the new will impact other systems, processes and people?

The list of questions about the new way could go on, and very quickly overwhelm us. Change is easy, but transition is complex and potentially overwhelming. Such overwhelm often results in a state of “being stuck” and a desire to return to old ways.

Phase 2: consider how to leverage the strengths that already exist in order to build momentum for the transition head. Just as thinking about the new way is complex so is this phase. Thinking systemically is one of the most effective approaches to addressing the issues of complexity.

Thinking systemically begins by focusing on the interconnections between parts rather than on an inventory of parts of the entire system. This focus immediately changes one’s perspective on change to seeing how events contribute to patterns that might become obstacles and seeing which reinforcing and balancing processes are most likely to build momentum for change.

Systemic approaches to change are often not intuitive as evidenced by research. Harvard change research performed by John Kotter indicates that over 70% of all change initiatives fail to achieve their intended goals.

What helps? Simple multi-step models provide a welcome framework, and yet they are insufficient for change projects that include competing interests. Equally important is an objective eye, conditioned to viewing change from outside the system. And last, but not least, artfully designed processes, tools and practices that are customized for your industry and organizational culture are necessary for effectively leading change.

Advancing Your Global Leadership

It is no secret we are in an era of global business. Interconnected markets, processes and operations affect virtually every industry, company and worker.

And while issues differ by industry and size of organization, everyone is impacted. If your organization is small and operates locally, it is likely part of a value chain linked to a multi-national or transnational organization. Either you or your service providers relay communications and rely on technology, products and services that likely have critical interdependencies in Europe, India, China, Viet Nam, Taiwan, Korea and South Africa. Your bank, internet service provider or telecommunications company likely has back office operations in Bangalore, India. The depletion of natural resources in one part of the world is causing illnesses that reduce workforce productivity and health care costs half a world away. What impacts in one part of the world, impacts us all.

For larger companies the impact is already direct, changing the criteria for competitive advantage. The implications are that adaptability and resilience have become required core competencies for leaders of all organizations. Assuming that domain knowledge of an industry, functional area or even cultural sensitivity to foreign markets is all that is required is a gross simplification. While these competencies are critical, they are now only part of the learning curve equation, and the easier part at that.

Learning to lead in complex, uncertain and fast-paced change requires that organizations attract and develop the learning capacities in all of its workers, regardless of role. The table below demonstrates a shift to a new performance paradigm needed by organizations in today’s global environment.

To maintain competitive advantage and integrate local initiatives today’s organizations will have to develop global competency. Global competency begins by creating a global mindset and a commitment to the process of global learning. Because change is constant and the world complex, the commitment to learning will become more important than existing knowledge. The development of global competencies is a strategic imperative for today’s industries and organizations. Fortunately, it can also be a rich source of personal and professional pride as well as a source for competitive advantage.