The face and nature of how we do business is changing at a staggering pace. What works and what is feasible today may well be obsolete or even damaging to an organisation tomorrow. Thus, the organisations that survive, indeed thrive into the future will be the ones that are able to manage the complexity of competing demands, learn fast, rapidly adapt to a changing environment and evolve their thinking in a way which ensures their long-term
This requires organisations to become adept at managing the dual processes of Change and Transition.
Change is a course of action, usually implemented by management, which is intended to increase the effectiveness of an organisation. It can be seen as an event or a series of events. Change usually represents some kind of restructuring of the organisation’s direction, culture, policies, processes etc
Transition is the process whereby team members undergo the psychological, mental and emotional transformation that allows them to engage in a change initiative. If team members are not effectively supported through a transition process there is a high likelihood that the change initiative will fail. This is why 70% of change initiatives fail to achieve their desired outcomes.
Healthy transition gives the team members the required support and skills to make the necessary psychological, mental and emotional transformation that allows them to get on board and be effective in their roles through and at the completion of the change program.
The benefits of Healthy Transition are:
levels of resistance to change;
levels of buy-in to the change initiatives and its associated principles, values and outcomes;
- A deeper understanding of the rationale behind change and how it is linked to the overall purpose and strategy of the organisation; and
- Greater team member motivation and loyalty because of support through the change
True North Learning’s Healthy Transition model
- Unity - align the team or organisation to the overarching purpose and vision. This creates unity within and between members. Where there is a lack of unity, there will always be someone attempting to “derail” the change process.
- Trust - build the trust of those involved in the change process by being transparent with motives and outcomes.
- Engage - generate buy-in within those involved in the change management process by seeking their opinion, hearing their concerns and including their view points.
- Unpack the “road blocks” - seek to understand potential “road blocks” to the change initiative and be proactive about addressing them. Asking: “What has stopped this from being done or being successful in the past?” can be useful.
- Resolve/Manage Conflict - resolve past or present conflicts that are not aligned to the change process outcomes
- Facilitate a paradigm shift - for change to occur, the way members think about the challenge or situation needs to evolve. In other words, there needs to be a shift in awareness before a new approach can be implemented sustainably.
- Leverage the new paradigm - use the new way of thinking to inform how the change initiative is implemented. For example, if the new paradigm is to be more collaborative, ensure collaboration is emphasised in how the change process is carried out.
There are three modules in True North Learning's Healthy Transition programs:
These modules are all based on True North Learning’s philosophy of Organisational Health. We use the Eight Pillars of Organisational Health system to measure performance gaps and design training and development programs around these.
Click here to take the True North Learning Organisational Health Mini Survey.