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Fostering Change: From “Shoulds” and “Oughts” to “Wants”
Organizational change is often perceived as a top-down directive, with an emphasis on what employees should or ought to do to align with the organization’s goals. However, for change to be truly effective and sustainable, there needs to be a shift from these imposed expectations to fostering a genuine desire among employees to engage and participate. This requires a deeper understanding of individuals’ internal motivations and ambitions.
The Role of Facilitation, Coaching, Mentoring, and Mediating
Facilitation, coaching, mentoring, and mediating are essential tools in fostering this dialogue. These approaches help bridge the gap between organizational needs and personal aspirations by creating a space for open communication and mutual understanding. As John Adair emphasizes, there is a need to align personal, task, and organizational needs. However, this alignment should not solely be about steering individuals towards organizational objectives. Instead, organizations must strive to understand their employees better and accommodate their personal goals and circumstances.
Understanding the Individual
In the past, employees were often seen as mere resources with specific roles and personas at work. Today, however, the boundaries between work and personal life have blurred, especially with the rise of remote work. This shift necessitates a more holistic understanding of employees as whole individuals who bring their entire selves to work. Recognizing and valuing this wholeness can significantly enhance engagement and motivation.
Facilitation, coaching, and mentoring are pivotal in this context. They enable a deeper exploration of the tensions between personal and organizational goals and help in fostering ways of working that are inclusive and accommodating. By understanding the unique circumstances and aspirations of each individual, organizations can create an environment that feels more like a supportive community or family.
Creating a Sense of Belonging
The process of fostering effective ways of working is about more than just task alignment; it’s about creating a sense of belonging, acceptance, and mutual accommodation. When people feel understood and valued, they are more likely to contribute positively and collaborate effectively. This sense of belonging can transform an organization into a cohesive unit that functions well together, much like a family or tribe.
Moving Beyond the Hard Skills
In this new paradigm, the focus shifts from hard skills and knowledge to soft skills and interpersonal dynamics. Understanding how to work together, how to accommodate individual differences, and how to flexibly respond to changing circumstances becomes paramount. This approach aligns with the Appreciative Inquiry Model, which emphasizes leveraging strengths and fostering positive relationships to facilitate change (Cooperrider & Srivastva, 1987).
Practical Steps for Organizations
Organizations looking to implement this approach can draw on various models and frameworks to guide their efforts. For instance, Kotter’s 8-Step Change Model highlights the importance of creating a sense of urgency and building a guiding coalition, which can be achieved through effective facilitation and coaching (Kotter, 1996). Similarly, the High-Impact Change Management Model stresses the need for a compelling vision and alignment, which are crucial for engaging and motivating employees (Anderson & Ackerman Anderson, 2001).
Furthermore, the Six-Box Model by Weisbord offers a comprehensive diagnostic tool for understanding organizational dynamics and identifying areas for improvement (Weisbord, 1976). By focusing on purposes, structure, relationships, rewards, leadership, and helpful mechanisms, organizations can create a supportive environment that fosters engagement and alignment.
Conclusion
In conclusion, the challenge of change lies not just in imparting knowledge but in creating an environment where employees feel motivated and engaged. By leveraging facilitation, coaching, mentoring, and mediating, organizations can foster a culture of understanding and belonging. This approach shifts the focus from what employees should or ought to do to what they genuinely want to do, leading to more effective and sustainable change.
Organizations must move beyond traditional training and process improvement workshops to interventions that build relationships and meaning. When employees feel valued and their aspirations are aligned with organizational goals, they are more likely to contribute positively and embrace change. This holistic approach to change management, grounded in understanding and mutual respect, can transform organizations and drive them towards lasting success.
References
– Cooperrider, D.L., & Srivastva, S. (1987). “Appreciative Inquiry in Organizational Life.” Research in Organizational Change and Development.
– Kotter, J.P. (1996). “Leading Change.” Harvard Business Review Press.
– Anderson, D., & Ackerman Anderson, L. (2001). “Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders.”
– Weisbord, M.R. (1976). “Organizational Diagnosis: Six Places to Look for Trouble with or Without a Theory.”
