Views in verse on renewal (facing the future ...as in the past)

We get comfortable with our daily habits, whether they are efficient or not. Nobody likes change...but it is necessary in order to take ourselves  (and our businesses) to the next level of performance. Because, in this fast moving world, nothing stays the same for very long.

Aristotle knew a lot about change. He began his work seeing change as a scientific process. He was soon to realise that change is not at all predictable and is really more akin to dealing with a multi headed serpent.


 He came to see over time that the solution can only be founded in 'people' using highly persuasive communication techniques and steady reinforcement. A bespoke/human relations focussed solution. A methodology based approach does not create lasting change (he would also find).

He realised that people are multi dimensional when it comes to change - a three dimensional 'threat' that we have to somehow deal with 'as one' so as to produce desired behaviours. He also recognised that a dictatorial approach would not work for a much desired new culture to thrive and be 'productive'. Persuasion is the key word when it comes to change as it relates to people (especially when working in teams).

He recognised a single communication process with three components. This process demanded that the overall message be tailored from a point of view of the message itself (logos), the sender (ethos) and also the receiver (pathos). That the 'message' must make sense in its own discrete way; that the 'deliverer' be a person of integrity (so as to encourage belief in the content) and that the 'receiver' be a suitable candidate so as to absorb such a message positively. 

A three headed snake indeed! But the nature of successful change meant that these must all be addressed 'as one' so...

...he saw that there was a need for a plotted approach (as in a story or play); where the conclusion (the desired change) would 'fall out' from a preplanned series of exchanges and events - the interim impact of which could be good or bad - based on the nature of the trigger designed and the desired (longer term) outcome. 

To put that in today's terms: a communications strategy would be required in order to bring about a new culture that features the wanted behaviour and the 'norms' that reflect clear values and articulated policies.

Once the 'new state' in in place, Aristotle observed that continuous improvement would then be possible given that:

       "we are what we repeatedly do ...excellence is not an act, but a habit".

so eventually we can put a process to what the people are doing at work but it takes carefully designed 'one off' strategies (within our change programmes) to deliver the end result that can then be methodically improved upon. 

An oxymoron? Not really...

Behavioural change management is undeniably about people and not process (methodology).

Change management really acts on three levels in our transformative endeavours - as the change programme itself - within the project portfolio - and in working with people to embed new behaviours.

True success will only be found if and when of our managers (especially change programme managers) should become real leaders. Their success will be judged by how well they strategize their intent and by how well they communicate with their peers and their surrounding teams.

Change is mandatory in all our lives ...but change is hard. It requires well structured governance so as to get the maximum result, ...the first time.

The alternative though of sticking to well worn paths to success, has a very limited 'use by' date. So when you go and take the leap of faith Remember that...

transformation + governance = value return

There are NO short cuts.This is most apparent when the 'heart' of the transformation is an enterprise IT application integration for example. A big, complex, expensive, long lasting job and one of a technical nature.

It is very easy to be distracted away from the embedding of the new assets into the business units (where the real payback awaits). To be anything but technically myopic on such a mammoth task is ingrained into the soul of an IT Project Office. I speak from thirty years experience when I say this.

This is where Governance must be seen as separate layer and be instituted as the engine of the Change Programme (separate and distinct from the 'opus maximus'). A P(g)MO helps to overtly show this clear distinction both in the planning phase and over time into phased delivery of the committed benefits.

Change is hard...

It's all fun just the same

Cheers

Grahame J Flynn MBA FAICD CGEIT (ISACA)

Renewal

Release
the past
It's spent
and gone
Accept
my friend
it's done!

Embrace
tomorrow
as a child
plays in rain
The future
holds promise
for some

For those
who open
their hearts
and trust in
themselves
Good things will come
to them
as if by chance.

To lovers
who caste aside fear
the odd
chortled jeer
and boldly
march up to the floor
and dance

And to those who
take a
selfless route
in fulfilling
their pursuit
Reward will come
to them
with seeming grace...

Live to love 

the day
before wishing it away

on the past
...spent
but never
out of place!

From my I-pad - Grahame J Flynn