Home » Posts tagged 'Change'
Tag Archives: Change
Injustice anywhere is a threat to justice everywhere – Martin Luther King Jr
I don’t fear for safety
From the simplicity of evil
or complex works of good.
Beyond the neat edge
of my experience,
security is a privilege.
Fears that I don’t share
are still unendurable,
My enclosed experience hints
at other works and wheels,
a shared system of society.
All that produces this world,
the light and dark, actors, victims
and passive accomplices.
We are interconnected –
This condition, this system,
this change is mine too.
Work changes culture, not words. The future of work needs action to create new ways of working together. Creating new value requires people to do more than communicate. They must work in new ways.
With management of enterprise collaboration often falling in the Employee Communications function in organisations it can be tempting to see the challenges as primarily challenges of communication. How do we get people to use a new communication tool? What information do we want people to share in our new communication tool? Which communication tool should we use when?
The bigger and more valuable opportunity is to change the very nature of work. Changing work behaviours runs directly into the challenges of changing the culture of the organisation. After all, culture is the expectation of future behaviours in any organisation. What ways of working are expected, what work is valued and how others will support your work is all wrapped up in a rich tapestry of cultural expectations born of past behaviours, some going back as far as the origins of the organisation.
As we have seen from communication campaigns around values in organisations, message can temporarily influence expectations. However, what confirms a change in expectations is when people see new behaviours being practiced consistently, rewarded and ultimately expected by others.
Sharing information in enterprise social networks is a start but the real value of working out loud is created when people begin to change the very nature of their work process to respond to expectations that they be more agile, more transparent, more collaborative, more trusting and more open to the expertise of others. When this occurs they get the benefits of the input of others in greater speed, productivity and effectiveness. The changing nature of work and the changing culture of the organisation will develop hand in hand in this case and be supported by increasing personal and organisation value to justify the ongoing change.
Organisations that want to realise the true value of enterprise collaboration need to create an expectation that work will change to be more open. The best way to start that change is not with talk but by fostering the action that role models it to all in the organisation.
‘We are change itself. We often think of our life in terms of things changing: we like some changes and we don’t like others; we want things to change in some ways and not in other ways. And of course this moment of ongoing change is our opportunity for skilful, appropriate response to the circumstances that reveal themselves, the conditions that reveal themselves at this moment. And yet we are change itself.’ Elihu Genmyo Smith
No moment of a human life is without change. We learn. We grow. We work. We live. Every breath, action and reaction in our lives is a moment of change. We are constantly interpreting our circumstances, adapting and changing to achieve our purposes and to manage ourselves through a changing world.
The thousands of small adjustments we make each day are barely noticed. Larger ones rise to our consciousness as an explicit opportunity to learn or to adapt our approach. Bigger still are obstacles that might challenge us to rethink our approach entirely or even set us back at the beginning of the change process again. Some of these we will see as frustrations but others we will approach as the test that gives energy to our purpose and our work.
If every individual is in a state of continuous transformation, the change in communities of people is a force of enormous potential.
Responsive Organisations Change
Because our traditional organisations were designed for the repeatable execution of a proven business model, we lost the natural and dynamic potential of this human change. We locked it away in processes, in policy, in hierarchy and in performance measures.
Organisations need to adapt as much if not more than people. Their existence is almost entirely driven by competition for resources, stakeholders and attention. They must deal with the scaled change and complexity of people internally and externally every day. However, our traditional model has been to ignore the mismatches as the environment changes and to stick to a fixed model until a hierarchical decision is made to make change. Organisations can drift a long way from their purpose and from effective execution before they see that need for change. The bigger the drift and the more stuck their system, the more wrenching the resulting change management is.
Responsive organisations distribute that change decision. Moving closer to the continuous adaptation of a human life, they recognise that organisations must learn, grow, work and change to continue to live and to continue to fulfil their purpose. Responsive Organisations explicitly challenge their people to focus on purpose, to learn through experimentation, and to leverage the adaptive potential of transparency and networks. Agile and adaptive change is a human exercise and a part of ensuring that our organisations remain relevant and effective in their systems.
Reading Seeds for a Boundless Life, a book on Zen Buddhism by Zenkei Blanch Hartman, I came across a reference to the Upajjhatthana Sutra’s Five Daily Reflections. The Sutra recommends daily reflections to help Buddhists to focus less on their attachments to ego & desires and more upon their actions.
Reflecting on these, I saw a parallel to common challenges for each change agent’s practice of bringing about a better world. Change agents are taking on difficult work, not for the benefits of ego or any personal desire. Change agents act out of a purpose to make an impact that helps others. At the same time what surprises many who take on change is that the road is harder and more difficult than they ever expected.
Every change agent lives with these five daily reflections:
- I can’t go back. There is no way to go back.
- I can’t avoid obstacles. Obstacles are the work.
- I don’t have forever. Time is limited.
- Everything changes. Loss is part of that change.
- My actions and my interactions are how I make the change work.
Once a change agent sees the need to make a change in the world, it becomes impossible to ignore. They can’t wish it away or pretend things are as they were. They can’t undo their commitment to purpose.
Embracing that commitment means accepting that there will be obstacles to be overcome. The obstacles aren’t inconveniences or distractions. They are the work to be done to bring about the change.
Time is always a constraint. Time demands we make the most of every opportunities to create change. Time means we must start now. Time means we must involve others.
Just as we must embrace the obstacles we encounter in our work, we must accept that there will be loss in bringing about change. Some things we lose will be important to us and to others. Part of a change agent’s role is to help others understand and manage that loss.
We have only our actions and our interactions. That is how we bring about change. That is how our change will be judged. Ends don’t justify means. The means are a key part of the change.
Change agents can and do wish it were different. Keeping reflections like these ever in mind helps us to avoid the disillusionment that comes along with unmet expectations and unfulfilled wishes. Change agents are pragmatic and realise that little changes without the hard work to make change happen.