Making Sense of Organisational Change – Part 1
In the workplace, we are all on the road to somewhere. Using a roadmap regarding organisational change can make that journey much easier…
In 1947, Kurt Lewin explored how change could be effected in the workplace. He came up with a static model, which in its most simplistic form made perfect sense:
In the late 1990’s, my colleagues and I looked at changing the static model to a fluid model using a very simple step – building in a feedback loop. This easily embraced change as an ongoing process:
With this very simple approach in hand, I commenced making changes in each role I was responsible for, as I moved from organisation to organisation. So, over a number of years, this saw me introduce key changes at the team level, then the branch level, departmental or divisional level and then finally at an organisational level.
Of course, I have come to appreciate in the last eight years, there is a requirement to build some further intricacies into the process. So, the organisational change model I use today, The Roadmap looks like this:
There are a number of models and theories out there regarding organisational change. Some of them, like the one I now use, are based on personal experience. Others are developed on the back of examining how people respond to different aspects of leadership and management in the workplace. We know that there is always room for improvement in how such models are developed and used. The key requirement with any successful organisational change is to establish buy-in at the very start of the process.