Good analysis, John. I'd say there's another (oddly) separate process around how decisions to change and directions to be followed in those changes are driven. In my experience, this is where the destiny of a change process can be defined - in either direction. Not just the "why" of the decision (because that is often either obvious or easily justified) but the range of "How"s is often closed off by a set of unsupported or agenda driven assumptions.
One way to understand how change works at a company is simply asking. People are mostly eager to tell change stories. It might give us an overall idea.
But we should not forget that a company is constantly changing and not every change effort is the same. This reality brings us to experimentation. We can experiment with a change effort by choosing a certain change approach based on what we hear from people. Then we can learn more about how change dynamics are.
Good analysis, John. I'd say there's another (oddly) separate process around how decisions to change and directions to be followed in those changes are driven. In my experience, this is where the destiny of a change process can be defined - in either direction. Not just the "why" of the decision (because that is often either obvious or easily justified) but the range of "How"s is often closed off by a set of unsupported or agenda driven assumptions.
One way to understand how change works at a company is simply asking. People are mostly eager to tell change stories. It might give us an overall idea.
But we should not forget that a company is constantly changing and not every change effort is the same. This reality brings us to experimentation. We can experiment with a change effort by choosing a certain change approach based on what we hear from people. Then we can learn more about how change dynamics are.