Both as an external agent and an employee, I have seen powerful results when change was managed positively and employees were engaged to co-create strategic change. I have also seen the impacts of change when a change process was run as a predefined project with bottom line results as the primary focus. These often had limited connection with employees and frequently failed to achieve positive results. Effects of disfunction, disharmony and stress were frequently evident when employees were conscious that change was imminent and were not included in the planning.
In former roles, I have held responsibility to define and lead complex change. Some with results that I am proud to have been part of, and some that were particularly challenging. Trust … or lack of it … was a key factor through all experiences. In the past decade, through my consulting role as an external catalyst of change, I have supported change for a wide variety of organizations: SME, global corporates and NGB’s. These contracts continue to offer evidence of what works and what misses the mark with employees. It has supported me to build a “secret sauce” framework for change, using appreciative inquiry. This iterative process engages employees to self-determine and co-create a future state for the organization.
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Both as an internal resource and an external agent, I have seen powerful results when change was managed positively and employees were engaged to co-create outcomes. I also experienced the impacts of change when a change process was run as a predefined project with bottom line results as their focus. These often showed limited apparent connection with employees and frequently failed to achieve positive results. Effects of disfunction, disharmony and stress were frequently evident when employees were aware that change was imminent and were not included in the planning.
Connect
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