Events
The Big Barrier to Organisational Change
Monday 30 January 2012
I've had a good opportunity to study all sorts of organisations up close and personal so take this as one person's informed view as to the barriers to getting change to happen and to stick. There's lots of talk about internal competencies, about getting people on board, about clear direction and good communication of what is planned. But in the end my experience working across industry sectors leads me to pick one, above all other barriers to change - permission.
When what is stated publicly is not also supported by an explicit 'permission statement', then change either won't happen, or it won't stick. Instead there'll be signs of progress followed by an ebbing towards the 'old way'. And the longer the 'old way' had been previously pursued, the harder it will be to shift things without that permission statement.
Part of the permission to change elements requires that the organisation understands that the new model may take a bit of time to bed down and that things will be unlikely to go smoothly all the time. It's not so different from changing a personal diet after years of poor eating - it takes time and needs persistence.
So if your organisation is looking to change what or how it does things, have you included your explicit Permission statement as as core requirement?
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Events
Monday 2 April 2012
We recently held a Strategic Planning session just out of Christchurch in Lansdowne in New Zealand on the 31st of March. Many of us had a chance to spend some time in Christchurch and look at the sad state of the city only a year on from the devastating earthquake. There's still much to do and both civil and strategic planning is high on the agenda of businesses across the region.
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Monday 30 January 2012
I've had a good opportunity to study all sorts of organisations up close and personal so take this as one person's informed view as to the barriers to getting change to happen and to stick. There's lots of talk about internal competencies, about getting people on board, about clear direction and good communication of what is planned. But in the end my experience working across industry sectors leads me to pick one, above all other barriers to change - permission.
Read more...
Thursday 19 January 2012
Founder of The Australian Strategic Planning Institute and Director of Looking Up Feeling Good, Marcus Barber has written an article highlighting the commonalities across doing well and doing poorly organisations which you can download for free via this link:
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