I’m coming to the end of my initial work to define the full Change Curve framework. It outlines three manifestations of organisational change: ‘Resistant‘ organisations, who oppose and deny change, ‘Constrained‘ ones, who seek it but fail to achieve it, and ‘Dynamic‘, where the organisation is agile, co-creating the future state. I’ve already outlined the model to get from ‘Constrained’ to ‘Dynamic‘, but not i’m taking a step back, to introduce the model to get from ‘Resistant‘ to ‘Constrained‘. It’s a necessary step: you can’t jump right from Resistant to Dynamic without having the foundations in place. This is about building those foundations: an understanding of the challenge and the bedrock communities and agents who will drive it.
Today, i want to outline the broad narrative, then i’ll expand it over subsequent days. The main framework is this: first segment the challenge, identifying individual resisters and who is invested in each, then own or allocate each area within a change team. Create space for agency, outside the normal structure: space to perform and take control, to start identifying individual power. As we start to identify change agents and start to resist the antibodies, embed these communities back into the organisational hierarchy.
Getting to ‘Constraint‘ is not about becoming agile: it’s about laying down the foundations that we can build agility upon.