"The question that might sum this up is "what is the best process to begin
the healing and for creating new, generative relationships and personal
mastery within this department ?" My colleague and I have begun to
discuss this and would appreciate any feedback, either on the list or
directly to me. Also, perhaps the question could be better stated."
Harken back to Kubler-Ross's book "On Death and Dying" and recall her
description of the various stages that people go through in the presence
of unwanted change that is perceived to have unwanted consequences for
them. The sequence is something like: shock, anger, denial, bargaining,
depression, acceptance, healing. The first five states are past oriented
while the latter two are future oriented. The past oriented states are
those in which we see ourselves as victims of the circumstances and out of
control. When we move into the latter two states, we have gained a sense
of control and no longer see ourselves as victims. We move into a
psychological state that enables us to begin creating our future.
The following 5 step change without chaos process is a way to involve
people in making the transformation from the past orientation to a future
orientation. The SPIN process that I describe after the 5 steps is a way
for people to vent their frustrations about the current situation while
simultaneously defining what that current reality is. It also enables
them to see that they are in fact in control and can begin to take steps
to create their own future.
I have used this process with many groups. It can successfully move
people from out of control to in control in a single session. In cases
where the depression has settled in and had a long time to germinate, it
can take significantly longer for the people to internalize the belief
that they are in control.
Here's the process.
The five step change without chaos process
1. Developing a personal felt need to change
Involve people who will be affected by the change in understanding what is
happening in the environment that requires a change for them and the
organization to continue to be successful.
2. Determining what the future will look like
Have the affected people determine what they think they will need to
create to be successful in the context of the changed situation. Help
them specify the future with enough specificity that they will be able to
measure progress toward it.
3. Determining the current situation
Help them understand the current situation with enough specificity that
they can determine what to keep, what to drop, and what to add to create
the future.
4. Developing a plan to create the future
Help the affected people determine how to move from the current situation
to the future situation. Involve them in determining obstacles,
resources, and possible solutions. Then help them create a plan. Build
into the plan the flexibility to learn from mistakes. Remember: You have
never been in the future situation and neither have they. Mistakes will
be made and this has to be welcomed and encouraged.
5. Implementing the plan and evaluating the results
Finally, involve the affected people in implementing the plan and
determining if the results are moving them toward or away from the desired
future situation. Empower them to make necessary changes based on what
they learn from each step whether it is a success or a mistake.
Implementation process suggestion for step 1.
I learned the SPIN communication process from the book "SPIN Selling" by
Neil Rackham. I have adopted the SPIN communication process as a simple
way to engage people in step 1 of the Change Without Chaos process. In a
straightforward brainstorming session, you lead the group through the
following sequence.
1. Situation (current reality): Two components - drivers for change and
strengths that enable using the drivers to create desired future
Drivers for change.
Identify driving forces and trends from an industry perspective to local
market perspective to company perspective to division perspective to
perspective of individual who manages the division to perspective of
people who work in the division.
Strengths
Identify the strengths we have: people, competencies, equipment,
facilities, customers, suppliers, reputation, ...
2. Problem (reframed to challenges and opportunities)
So what challenges and/or opportunities arise out of the situation?
3. Implications
So what's the bad news that will happen if we don't successfully deal with
the challenges and realize some of the opportunities?
4. Needs payoff or rewards
So what's the good news that will happen if we do successfully deal with
the challenges and realize some of the opportunities?
5. So do you want to avoid the bad news and create the good news? Do you
want to do it enough that you will invest the time and energy to do what
has to be done to achieve different results?
-- Willard Jule <75272.3452@compuserve.com>