Where are the change levers of your organization to be found?
Change calls into question any organization’s culture, its stability as well as its future. The modern company, whatever its sector or size, is (and will be) confronted at unpredictable times by shocks that become simultaneously both more urgent and more destabilizing.
Active shocks are provoked by management as they pursue their company’s strategy. The fact that they are planned, even desired, doesn’t make their treatment any the simpler. Their announcement creates expectations on the organization, on partners, on shareholders, and on customers and obliges those who have initiated them to succeed. Such shocks can bring risks for the entire organization (demotivation, disorganization, misunderstandings...).
Passive shocks have a variety of different origins with the following characteristics: their cause is external to the organization, they can rarely be foreseen, and they have an unavoidable “impact”. All such shocks can create a slowing friction at the heart of an organization (incomprehension, improvisation, internal opposition...).
What you require
Only by taking account simultaneously of an organization’s visible and invisible dimensions is it possible to bring together all the conditions for successful change.
Successfully implementing an action plan involves three essential levers:
- The effectiveness of the company’s formal structure.
- The level of creativity among the workforce (ability to find solutions to the problems faced).
- The confidence contract that exists among the workforce by merit of the way in which they interact (potential for change and sharing).