Change management is the methodical application of techniques through standard steps.: create acceptance conditions; get buy-in; deal with fear and resistance; achieve small wins; keep communicating; ensure new behaviour is rooted...
Every such method demands attention to and care in the assessment of (a) the change itself and (b) the organization being changed. The best course of action always countenances the specific circumstances

Transformative Change

A transformative change is when what comes after is wholly unlike what was before. It stresses the system. Transformations are delicated and, unfortunately, quite unpredictable.

Our tool helps diagnose the change situation, make a prognosis for success, and determine the most appropriate course of action. It provides a more thorough and nuanced view of:

  • The organization's capacity for change
  • The organization's resilience to stresses of change
  • The path to transformation success in this situation
  • The optimal application of a change management model
  • Adaptation

    Adaptation augments the best features of continuous improvement with the ambitions of innovation. It avoids the biggest chanllenge s in leaping from one state to another: risk of failure and lack of will. Adaptation all but eliminates half measures and failure. It is a way of being.

    With no significant, costly obstacles to overcome, behavioural adaptations are the easiest to shift. The only need is to do things differently. Unfortunately, behavioural adaptations are most difficult for organizations. This is the psychology of comfort, stability, habit, and denial. We don't want to behaviourally adapt—certainly not quickly—except under threat. So change managers tend to bias structural/physical chagne rather than behavioural adaptation. [CLEARER LOGIC HERE] Thus there is a clear advantage to any organization prepared to shift its behaviour first.

    The Horizontal Dimension

    A. Discontinuity of Change (D)

    Changes are adjustments to prevailing conditions. An important nature of change is not its overall magnitude, which may not be immediately apparent anyway, but rather how discountinuous. This moves along a continuum from negligible to extensive. Low discontinuity changes are familiar and typically untrobling. They tend to be more annoying than anything else. Compare this to ambiguous and disconcerting high discontinuity shifts. These are changes that may even upend moral stance and understanding of the relevant world. This is a subjective assessemnt of the change's significance.
    • Perfection— Toward the negigible discontinuity end, changes are so slight as to be imperceptible. The closer the new is to the old, the more continuous. These are tweaks. We refer to it as Perfection because the tendency here is to become a more perfect version.
    • Evolution— Closer to the high discontinuity end, ideas and perceptsion, methods and actions, and maybe even objectives and outputs have to be altered. Breaks from preceding offerings, processes, technologies, etc. often brought on by technological shifts, legal structures, and so forth tend to fall into this class.

    The Vertical Dimension

    B. Persistence of Change (P)

    Chage is always happening someplace, and where it happens affects how well it will be accepted and its impact. Moreover, the frequency, recency, and regularity by which the organization undergoes any mreasure of change at all is also an important determinant of success or failure. This dimension assesses organizational resilience and potential to be or to avoid being "disrupted."
    • Stability— Predictably low persistence of chnage is good for efficiency and productivity. It's also a trap, reducing resilience to imposed change.
    • Adaptability— High change persistence accustoms an organization to inconsistency. It creates organizations comfortable in an unpredictable world.

    QUADRANTS

    Overlaying these dimensions on a 2x2 matrix results in four broad classifications of Transformative Adaptation.

    Stable-side

    Stable Perfection (Low D/Low P)—The organization has a groove and is unwilling to change. "If it ain't broke, don't fix it."

    Stable Evolution (High D/Low P)— The organization tends toward unchanging but rises to infrequent "renewal," settling in to remain stable again.

    Adaptive side

    Adaptive Perfection (Low D/High P)— The organization is always tweaking to make itself better and has become skilled at low-risk, continuous improvement.

    Adaptive Evolution (High D/High P)— The organization encourages change experiements, either because of environment or ambition, in the process becoming resilient.

    What are you? What do you want to be? What do you need to be?

    You may or may not need to change. You may or may not be a good candidate for it. If you need to change and aren't a good candidate, you're in trouble.


    Every organization can find the will to change in the way that suits it. Every organization can adjust its culture to make the change it needs.


    Let Institute X help you find that way and transform your business. Contact us now, using the form below.

    Where you are, we're there

    From Ottawa, Canada, Institute X serves clients around the world.

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