Today I was introduced to Beckhard’s change equation, a way of calculating the factors that may overcome a resistance to change. It really intrigued me as a concept: A way of crystallising the relationships between various factors involved in change management into something scientific, something real.
The equation goes like this:
D x V x F > R
Where:
D is dissatisfaction – with the way things are done; - with outcomes; - with the status quo;
V is vision – having an idea of where you want to be, what perfect looks like;
F is first steps – taking positive action towards that vision
These three factors once multiplied together must be greater than R, which is the resistance to change, in order for meaningful change to be possible.
Interestingly, if any of D, V or F is zero then you will never overcome the resistance (because anything multiplied by a zero will equal zero).
So in order to effect change we must be dissatisfied with the way things are done. A “things are alright” mentality will not embrace change. Seems obvious? So why is dissatisfaction so often a zero?
The only way to create dissatisfaction is to start with a strong vision of where we want to be, what perfect would look like. We compare perfection to where we are now and the inevitable difference between these two poles should result in a feeling of dissatisfaction with the current state. The dissatisfaction we feel should in turn make us uncomfortable staying as we are and asking “well, what can we do about it then?” That’s when it’s vital to take those first steps towards improvement quickly yet steadily.
Another interesting discussion point is “what is culture?” Answers such as the way we do things around here, staff behaviour and shared attitudes, values and goals are merely symptoms of the deeper meaning:- culture is a product of the system of work. In that sense it encapsulates all those previous definitions but also much more. We talk about changing the culture of an organisation in order to embed improvement philosophy into its core, but if you want to change the culture then you have to change the system, not the people.
To some this may not make sense, but it is clear when you see how new staff joining an organisation can quickly lose their enthusiasm and good ideas and become cynical and despondent. Their good ideas are simply not captured and acted upon, their enthusiasm is not used constructively. Why is that? Not for an organisation’s lack of desire to improve (as everybody acknowledges it’s a good thing to do!) but rather the system does not support employees to be creative and make improvements in their work.
Us “Systems Thinkers” will drone on about how important purpose is to defining the system and its constituent processes. Purpose and vision are inextricably linked – purpose is the reason why we do something and vision is where we want to get to doing what we do. We can use the analogy of studying a course at university: the purpose of studying is to gain the qualification and the processes involve attending lectures, reading textbooks, writing assignments and taking exams. The vision is the fantastic job you will secure once you have gained the qualification! But without achieving the purpose you will not achieve the vision. Unfortunately the following applies:
Irresolution leads to procrastination leads to acceptance leads to complacency. And you cannot be dissatisfied if you are content.
This can be illustrated through us believing we will not get that job regardless, so we deliberate over whether to apply, and instead we sell ourselves short and go for that job in the local supermarket. Over the course of time we will become quite happy stacking shelves and scanning barcodes as it will be familiar. We will have lost that vision, and our qualification would go to waste unused. Likewise, purposes that are not linked to visions are pointless.
So if you want to effect cultural change in your organisation you must start with the system, not the people. Firstly be clear on what you are providing through your business – be it a product or service – from which processes will be built to support that purpose. Second, you must then be clear on where it is you want to get to – the ideal state. And thirdly you must then be able to link the two. It’s no good being in business to sell ice-creams when really you want to own a multi-billion pound empire (unless you’re Duncan Bannatyne of course!)
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