Dimensions of Change: Imperative, Permission and Engagement

I’ve been working around change this week: exploring how an organisation builds a change culture. This sketch outlines a co-created and co-owned model of change that’s fit for the Social Age.

Dimensions of Change

We need executive sponsorship: without clarity of action from the top, there is no imperative for change to occur. But change can’t be driven from the top: it needs to be co-created and co-owned throughout.

At the bottom of the hierarchical structure are people with no remit or permission: we need to create spaces and permissions for them to be agile, to co-create and own parts of the change agenda. But that in itself is not enough.

In the middle sit the layer who are infra-structurally rewarded for the status quo: people who are invested and rewarded by the current structure. To change here, we need engagement with change, which should be magnetic: it’s about creating spaces for people to build reputation and relevance in the new structure.

If it’s done right, it looks like this: Imperative from the top, permission to the bottom and engagement through the middle.

If we get it wrong, it looks like this: awareness at the top, meaningless at the bottom and stasis in the middle.

Where does your organisation sit? How will you change it?

Models include the use of storytelling to build shared purpose, the use of communities of change to give permission and also a recognition of the evolved social contract that impacts on engagement. We also need Social Leadership to provide the community based leadership through change.

Advertisements

About julianstodd

A learning and development professional specialising in e-learning and learning technology.
This entry was posted in Change, Change Management and tagged , , , , , , , , , , . Bookmark the permalink.

32 Responses to Dimensions of Change: Imperative, Permission and Engagement

  1. Amanda Brooks says:

    Thanks Julian….

    So, so powerful and helpful in the context of my current learning and action. It’s like you dropped from heaven!!! 👼

    Amanda B Sent from my iPhone

    >

  2. I appreciate these thoughts, Julian – a nice compliment to “The co-ownership of change” post of yours. While the initial energy pushing the change can come from any number of sources, I agree that leadership has the responsibility to articulate their imperative with clarity. Where real ownership across the organization forms is in the opportunity to co-create the vehicle(s) for change, as you discuss. Often these are the steps where good ideas die: leadership with unclear messaging on PURPOSE, and lack of true, meaningful inclusion. Margaret Wheatley says it so well: “What is lacking are not case examples or processes but the commitment to involve everybody. We keep hoping we don’t need to – that if we design a good plan, people will accept it on its merits…If we want their support, we must welcome them as co-creators.” (From “Working with Life’s Dynamics in School Systems.”) Cheers.

  3. Pingback: Tradition and Change | Julian Stodd's Learning Blog

  4. Pingback: Eclectic Reflections: Culture, Agility, Technology, Authority and Equality | Julian Stodd's Learning Blog

  5. Pingback: Learning Technology Map 2015 | Julian Stodd's Learning Blog

  6. Pingback: The NICE Initiative Framework for Collaboration: My Elevator Pitch | The NICE Reboot Book Blog on Entrepreneurship in the iEra

  7. Pingback: A Guide to Developing Social Leadership | Julian Stodd's Learning Blog

  8. Pingback: Invested in the Status Quo? | Julian Stodd's Learning Blog

  9. Pingback: Gamification: How to use Games Dynamics in Learning | Julian Stodd's Learning Blog

  10. Pingback: Gamification on teaching: How to use Game Dynamics in Learning | Gamification, E-Learning

  11. Pingback: Monarchs and Monasteries: Emergent Communities in the Social Age | Julian Stodd's Learning Blog

  12. Pingback: Induction: the mechanisms of joining up. A #WorkingOutLoud post | Julian Stodd's Learning Blog

  13. Pingback: From Disturbance to Transformation: a change journey | Julian Stodd's Learning Blog

  14. Pingback: Storytelling through Change | Julian Stodd's Learning Blog

  15. Pingback: Core skills to navigate the Social Age | Julian Stodd's Learning Blog

  16. Pingback: Relating to People | Julian Stodd's Learning Blog

  17. Pingback: To Simple, Through Complexity | Julian Stodd's Learning Blog

  18. Pingback: The CEDA Model: checking the vitality of Social Learning communities | Julian Stodd's Learning Blog

  19. Pingback: CIPD Show 2015 Day 2: Power and Control | Julian Stodd's Learning Blog

  20. Pingback: Layers of Storytelling | Julian Stodd's Learning Blog

  21. Pingback: Change or Churn? | Julian Stodd's Learning Blog

  22. Pingback: Castles in the Sky | Julian Stodd's Learning Blog

  23. Pingback: The Leadership We Need | Julian Stodd's Learning Blog

  24. Pingback: Heartbeat of the Social Age | Julian Stodd's Learning Blog

  25. Pingback: 3 Organisational Change Curves: Dynamic, Constrained, Resisted | Julian Stodd's Learning Blog

  26. Pingback: 16 Amplifiers of Change | Julian Stodd's Learning Blog

  27. Pingback: Dynamic Change: Creating Agency | Julian Stodd's Learning Blog

  28. Pingback: The 3 Levels of Narrative: The Organisational Story | Julian Stodd's Learning Blog

  29. Pingback: Break Stuff: Exercises in Agility | Julian Stodd's Learning Blog

  30. Pingback: Aspects of the #SocialAge – Part 2 – Risk is Fuel | Julian Stodd's Learning Blog

  31. Pingback: Story Sharing: The Perils of Power | Julian Stodd's Learning Blog

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s