Transform any company, fast: Five concepts

Jan 194 min read

by Niels Pflaeging

How can we bring about intended change quickly, easily, reliably and without tears? How do we get the organizational transformation we envision to stick? Any contemporary, modern theory and practice of change will clearly have to look rather different than change-management-as-we-know-it , with its analyzing, phases, rolling-out, kicking-off, decision-making, coercing, bribing and fear-mongering. In this article, I propose five key concepts that help shaping any organization quickly and effectively – by working the system, together. The principles presented here allow to transform entire companies, or "whole systems" , both quickly and profoundly.

You have doubts? Then read on.

Concept 1. Cultivate the idea of change-as-flipping - instead of planning paths of change

We should know better from our everyday experience. When we pour milk into a hot beverage such as coffee or tea, what happens? The state of the drink changes - instantly. It is exactly the same with social systems: Almost every intervention triggers a reaction, a result, or "change" that draws smaller or larger circles, i.e. that produces fewer or more side-effects and additional interactions. Those who appreciate this profound insight about the true nature of organizational change can approach change work more realistically and more effectively than would ever be possible with classic change management with its concept of change according to a pre-defined plan, blueprint or road map. Organizational change is not a journey, remember?

Concept 2. Just work the system - instead of getting hypnotized by behavior

People in organizational contexts always behave in relation to the systems in which they find themselves. You react to the circumstances. Regardless whether you stick to the formal and informal rules of a system or whether you intentionally break the rules, you will never do it completely independently of the system that surrounds you. We always behave more or less "contextually" . So, if we want to change organizations, instead of just changing people, then our change work must concentrate on intervening in the system - and not on intervening on people. By applying this principle, we also stay clear of behaviorist abuse.

Concept 3. Focus on momentous, well-conceived interventions - instead of just trying things out

Change work should be understood as a disciplined exercise in constructive irritation. In order to do this, we need neither courage, nor experiments: No intervention, or flip, as we like to call interventions on the organizational system, is really "new" under the sun. We have plenty of knowledge and theory about organizations that can inform our actions when working the system. It is important, though, that all the flips chosen are based on the same principles, or philosophy! Ask yourself: When you consider the change you want to bring about - towards more self-organization and agility, for example - will it likely have a positive effect to eliminate a certain element of the system? To reinforce another element? To introduce a completely new element? What kind of consequences will such an intervention likely produce? What will the likely results of one intervention tell us about needs for further, additional interventions (or "flips" ) in our organization? Flipping a system is not rocket science - but only fools would fail to contemplate the consequences of their systemic interventions.

Concept 4. Increase social density - instead of merely allowing for participation

Effective organizational development requires the willingness and the commitment of the many - right from the start: As many members of the organization as possible should become involved in flipping the organization, at the same time, within their respective areas of influence, and in resonance to the entire organization. Concepts of mere delegation, participation or "involving" are not sufficient for this: They do not produce the necessary commitment and social density needed for profound change.

"Authorization-by-invitation models" are the solution: The best, most powerful and most well-known model of this kind is OpenSpace. OpenSpace invitation meetings allow all the willing to signal their voluntary accession, by consciously accepting the invitation to the meeting. In OpenSpace, those who accepted the invitation to do the change work can exchange their observations, reflect and work out together which interventions on the system could have a constructive and intended effect. OpenSpace itself also increases social density and the quality of relationships within the organization, right from the start. It is ideal for a large, joint retrospective to take place after 90 days of working the system, together.

Concept 5. Be consistent - instead of allowing assignment of blame

People do not tend to object to necessary or needed change itself. What they usually object to are real, negative effects of change that they will have to bear. Loss of power, for example. Or a lack of authorization needed to meet new requirements. Another common situation: While changing situations produce new behavioral requirements, old organizational rules and structures remain, encouraging managers or employees to stick to old behaviors.

When we observe supposed "resistance to change" in organizations, that resistance is usually just a symptom of change work half done. More often than not, important effects of previous interventions have been ignored, or not sufficiently taken into account. Maybe inconsistencies remain because some flips have not yet occurred. Change-as-Flipping calls for approaching the change with consistency and principles in mind. Always consider further flips to complement the interventions you are preparing.

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