Here’s how business leaders can use the change-approaches framework to move toward the two modes of implementation most correlated with success.After learning about the four change approaches, Ling Yen was considering trying out masterful change and worked on getting support from the board:
They then put significant investment into dedicated change skill-building initiatives, including having conversations that got beneath the surface to detect and work with systemic issues as they arose rather than after the event. They also looked at thethat would support or hinder change — for example, the company’s tax function might now have to pay a price for the change.
Julian set a loose intention that united the whole system — in this case, halting revenue decline had become the number-one priority. Emergence requires an aligning “ripe issue,” yet the solution is not pre-determined . Julian fostered conditions of connectivity and rapid feedback loops. Previously organized in regional pockets, technology enabled the volunteer network to collaborate at a national level. This network provided valuable insights into how retail worked as a whole. After an initial idea-generation forum, smaller networks began to form around ideas about what might halt the decline of revenue. “It was amazing,” Julian said.
Start by determining your change intention. Broadly, what will the change generate? How complex will this change be? Consider its scale, time horizon, and impact on different stakeholders and areas of the organization, as well as how many variables will require change.to diagnose the current and past approaches and what might be needed now.
Intention is the🔑 - to unlocking changemanagement door! In leadership.