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The Challenge of Change: From Know-How to Can-Do
Change within organizations is often perceived as a challenge of knowledge rather than motivation. The common response is to invest heavily in training, under the assumption that if employees simply knew more, they would do more. However, the real issue often lies not in what employees know, but in their motivation to act on that knowledge.
The Gap Between “Want To” and “Should Do”
Understanding this gap is crucial. The things we want to do often differ significantly from the things we should or ought to do. Organizational change initiatives frequently cascade from the top, embodying the mission, vision, and values that the leadership wishes to instill in its people. While these elements define the culture of the organization, they are often perceived as impositions rather than inspirations.
The Appreciative Inquiry (AI) Model, as discussed by Cooperrider and Srivastva (1987), emphasizes leveraging an organization’s strengths to facilitate change. This model suggests that instead of focusing solely on what needs to be fixed (the “should do”), organizations should identify and amplify what works well (the “want to”). This approach can bridge the gap between organizational expectations and individual motivation.
Organizational Culture and Individual Differences
Culture, often summarized as the collective mission, vision, and values of an organization, is not a one-size-fits-all concept. People are unique, and their individual desires and motivations vary. When there is a disconnect between what the organization wants and what the individuals want, performance mechanisms like feedback, performance reviews, and even disciplinary actions are employed to align behaviors.
Kotter’s 8-Step Change Model highlights the importance of creating a sense of urgency and building a guiding coalition to drive change (Kotter, 1996). These steps involve not just imparting knowledge but also motivating individuals by making them feel part of the change process.
From Training to Fostering Relationships
To convert a “should do” into a “want to,” dialogue and relationship-building are essential. It’s about moving from traditional training workshops focused on process improvements and productivity to interventions that foster relationships and meaning.
The High-Impact Change Management Model, as articulated by Anderson and Ackerman Anderson (2001), emphasizes creating a compelling vision and aligning the organization towards it. This model suggests that when people feel connected to the vision and see the alignment between their values and the organization’s goals, their motivation increases naturally.
Building Meaning and Purpose
The ultimate aim should be to create an environment where people are intrinsically motivated to contribute. This involves understanding their individual aspirations and aligning them with the organizational goals. Workshops and interventions that focus on building relationships and understanding purpose can be more effective than those focused solely on technical training.
Practical Implementation
Weisbord’s Six-Box Model (Weisbord, 1976) provides a framework for diagnosing organizational issues by looking at six key areas: Purposes, Structure, Relationships, Rewards, Leadership, and Helpful Mechanisms. By using this model, organizations can identify areas where they can foster better relationships and build a more meaningful work environment.
Conclusion
In conclusion, the challenge of change is not just about imparting knowledge but about fostering an environment where people want to do what they need to do. This requires moving beyond traditional training to focus on building relationships and creating meaning. By leveraging models like Appreciative Inquiry, Kotter’s 8-Step Change Model, and the High-Impact Change Management Model, organizations can create a more motivated, engaged, and effective workforce. It’s about understanding that while knowledge is important, motivation and the desire to act are what truly drive change.
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.”
