Change Management

Change is constant and a key dynamic of achieving excellence. However, some change is welcome like the introduction of new products, opportunities for growth, or improved technology. Some change is unwelcome such as an economic crisis, competitor pressures or from time to time new government legislation. Neuroscience has discovered that the human brain is also constantly changing, which is known as plasticity. This new notion means humans have evolved to cope or even thrive within this environment of constant change. It could even be said that we are the cause of the constant change. Neuroscience has also revealed that some humans welcome it more than others and have different approaches towards it. We actually did not need neuroscience to tell us that people react differently to change - just ask any manager trying to implement a change program. The Theory of Human Excellence (THE) enhances current Change Management philosophies and strategies to integrate these and other new scientific findings. THE therefore provides a 21st century approach to change that defines new approaches and methods to help organisations incorporate and actually thrive on continuous change.
 

Any type of change can be broken down into a cycle with six phases. The first phase is the need, drive or cause of the change. The second is the generation of the creative ideas that could be deployed to deliver the change. The third phase is the judgement of the probably outcome of the introduction of each idea and selection of which to deploy. The fourth step is to test the selected idea(s) to judge its suitability and the outcome. If the outcome is an expected, the idea(s) is then implementation which may include practice to improve performance, which is the fifth step. If the outcome does not meet expectations, it may be adjusted and then retested. If the test demonstrated that the idea is not feasible it will then be rejected. The last element of the cycle is the feedback or regulation of the change to ensure that the desired outcome is being providing. THE offers a comprehensive set of models that address all six aspects of change across the entire organisation from top level executives who need to steer the vision and strategy to drive change down to the lowest level of an employee adopting an improvement on the shop floor and how to measure the output. THE’s change management related models and frameworks are therefore ideal for both company-wide change programs and one off projects such as a company-wide cultural alignment programme, an ERP deployment or a departmental improvement program. THE helps change become a natural strength of any organisation; a foundation stone of continuous innovation to achieve excellence. 

THE’s taxonomy contains all the required frameworks and models to support every aspect of change starting at the highest level with Natural Helix of Change that provides the strategic principles to incorporate change into the fabric of an organisation and cultivate a continuous improvement philosophy. This can be used to help in many areas such as to stimulate innovation, define the temporal demand for product life cycles, to ensure new initiatives deliver the required growth, or align the organisation to benefit from continuous improvements. And as THE is based upon the human brain, the principles used are very easy to adopt. They are the methods humans use naturally, consequently the fundamental aspects of any THE orientated change program can easily be deployed throughout the organisation. As THE also incorporates different behaviour styles determined by the Universal Profiling Model and their optimum communication method, the critical aspect of sharing the Vision is more effective helping to ensure the change program is accepted, understood and deployed at all levels within the organisation.

Helping stimulate creativity to support innovation or improvement required for change is supported through the THE’s Creativity Model. This model, together with the Universal Profiling Model, helps define the different types of thought processes and procedures that can be adopted to foster lateral thinking or cultivate new ideas. It extends the traditional ‘brain-storming’ technique to incorporate a combination of an analytical approach with natural, random, creative and artistic influences. To help take advantage of any new initiatives, the Cognitive Load Template aids the deployment aspects of the implementing by allowing management to quantify the effect of change within each process or procedure. This measurement can then be matched to the individuals who are affected giving management the ability to predict the possible level of employee resistance. This pro-active approach allows the training or deployment approach to be altered to accommodate different human reactions and reduce or remove issues before they occur. This is fundamentally different to most approaches to change management that normally treat all humans as the same and then react after resistance. Along with measuring the change complexity, THE also identifies the new skills or behaviours that will be required as a result of the change. This ensures that any training program is relevant and develops the necessary skills to perform new tasks. 

The project to introduce the changes is also supported through team collaboration principles within the Nature of Teams framework and the Universal Profiling Model, which extend the traditional control and governance aspects of a project. This helps ensure that the skills and personalities within the team are understood, utilised and complement each other enhancing team commitment and communication. THE also ensures that the project delivers the desired goals of delivering change rather than allowing the project team to focus upon the technical aspects of the project and the task list. By identifying the cognitive load to adopt change by use of the Cognitive Load Template, management can ensure that adequate time, resources and support are provided to ensure that the new working methods become ingrained into the work-forces' behaviour. Excellence is only achieved when all new methods are fully incorporated and performed automatically by the workforce. 

As THE incorporates the latest insights into human behaviour through Neuroscience, the concepts and theories extend traditional change management principles and deliver a complete suite of frameworks and models to deploy change effectively within an organisation. It can be used company wide, within a division, for a project or just with certain individuals whose roles or tasks are being altered. The techniques and disciplines are extremely easy to incorporate into any organisation or by any individual thereby ensuring that the required change is comprehensively adopted.
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