Managing the unmanageable.
As the leader of
The culture defines how to perceive, think, and feel, eating strategy for breakfast. It accumulates from all small encounters in the organization, outdating gradually until a crisis surfaces. (Blog)
No tool applies out of the box. Carefully study the system and choose your approach. Look at the nature of the demand. Learn, see through the myths and be confident. You need to own your own change.
Lets start start sketching together from this starting point:
1. Sponsorship. The management decides where we invest. The experience from Lean transformations says that the managements' own will and learning defines the limit for the change. Great opportunity!
2. Create a local approach. It needs to be relevant and credible for the real workers. Both the change leaders and the periphery will be creating new context-appropriate knowledge. It will be an innovative union of local specific context and generic wisdom from outside. In a larger organization you build a diverse core team to lead the change.
3. Enable the flow of knowledge from periphery to the center and back. The leaders are doing this. The core team is doing this this. A network of change agents are doing this. A very effective, adaptive and economical way is a tailored training program for the change agents.
4. Please appreciate the complex and emergent nature of organizations:
- Human behavior is not separate from the hard business. It is extremely hard fact, and business is the boundary condition for the behavior.
- The periphery rules in the end. Trust in empowerment, transparency and learning.
- Forecasting is difficult, especially forecasting the future. Inspect and adapt, don't expect to fulfill a plan.
Set wise and empowering boundary conditions, work professionally with the details, and the middle-ground will settle. (Case Work Development)
