Change: It Takes 3

Has your organization gotten to a point where the status-quo just doesn’t feel competitive or energizing?  Sure, executive leadership tries to change and improve things but it’s kind of boring. The successful employees may do things right but they also may just be lucky and luck is almost impossible to replicate.

What if you COULD duplicate success? What if you could improve the odds that changes made are not just going to be successful but could make others successful too?

Interested?

There are 3 keys to successful organizational change: strategy, tactics and people. And most people go to their strength – which means that one thing will get their attention and the other two parts will suffer from neglect.

Strategy Strategy is the skill in managing any matter using a plan or a system. In the world of organizational change, it really means the vision: defining what needs to change and why. Without a plan, there is no direction.

Tactics – Tactics are the methods used to bring about the change. There are a wide variety of tools to manage change, but the key is making sure you are using the right tool for the job you have in mind. The less effective the tool, the more time and energy are wasted. You might need a few tools, used in conjunction with one another in order for your change to be successful.

People – Everyone is unique and reacts differently to change. Without people being on board with the change, the strategy and the tactics you choose won’t matter.

Your style and skill move you to where you feel most comfortable and where you probably experience the most success. Be warned – going to your strengths can actually leave you weak.

If you think that Strategy is your strongest suit, you ask:
• Where are we going?
• How are we doing?
• What needs to change? Why?

You are concerned with the bottom line and the big picture, and tend to use words like vision, purpose, competition, performance, goals, critical analysis, brainstorming, and logistics. You look ahead ask where the organization will be in five years. You compare your organization to other firms, evaluate the effectiveness of current practices, and explore new ways to do things.

If you think your strengths lie with Tactics, then you are most concerned with HOW to make needed changes rather than why they are necessary. You focus on the tools and processes that can bring about successful change. You concentrate on the present and don’t worry about the future. You use words like tools, hardware, sequence, discipline, details, control and plan. Order is created by assigning tasks and organizing, scheduling and following up.

If you are drawn to the People side of change, you are most concerned with involving others, gaining their trust, and eliminating fear, stress and resistance. .Eager to reduce conflict and improve teamwork, the words that are important to you include communication, values, growth, interaction, participation, training, intervention, development, emotion and interpersonal. With sharing, listening, expressing and collaborating, you work towards developing team building tools.

  • Big picture people like STRATEGY
  • People who like methodology, tools and technology favor TACTICS
  • PEOPLEpeople are interested in communication, learning, feeling and knowledge.

Managing the transition process successfully requires a working knowledge and comfort level with all three areas. The most skilled ‘Change Agents’ build bridges between the three components.

Only interested or skilled in one specific area? No worries!  The solution is to make a concerted effort to learn more about the other two areas. Get to know people who value the other aspects of organizational change – the ones that are not your strength/interest. If you go to your strength then know that the other two areas will require support and development. Be resourceful and make sure that all three areas are included in your plans for successful change.

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