Relationships for Successful Change
“Ah that’s complex! .. What can we do about it?”. How can we use an experience of making and doing to raise awareness of the complexity. Not only for the to develop the relationships for successful change but also to bring in key connections to the other parts and key elements of the business.
A collaborative effort wonderfully positioned by Elizabeth Lowther who has a depth of knowledge in a change environment. No-one can make this work on their own and that’s where the relationships come in for example to better understand the specific needs and constraints an individual is working within. Elizabeth explained how change involves everyone from all corners of the organisation which for me called out to our engaging form of systems thinking. This brings to the fore the role of Change Agents to extend this reach. Trust is a key element with these relationships we identified other parties equally important. Here starts the complexity!
A high-point for me when we gained an insight from Ian Arnold of how sometimes it’s important to raise awareness with others, maybe the sponsor of a change, so you can work together to help simplify or manage it. This, our 36th live demonstration of how to bring people together in double-quick time using a common frame of reference to tackle the big topics of the day.
Equally and Differently
I learned at least a couple of new things in this session.
Firstly a reminder that identifying the different stakeholders is only the beginning. Recognising that each ot them require something different for the relationship to work. This became apparent as we placed them in their respective part of the business. How can we possibly expect to engage in the same way when they themselves are immersed in a different world then that of change and also the organisational unit of the business. Almost like an internal marketing campaing where similar activities would be the norm. Who is the message for? What do they need to know?
Linked to that how far do they sit away from the Change Project itself. That seperation, evident visually on the board, is a reminder to respect that the further they are away the more consideration must be given to making a connection that counts.
Awareness of the Complexity of Relationships
That leads me to the second learning. Sometimes what’s on the board is a distraction to the main benefit and that is of experience and shared learning. By exposing the complexity of the different aspects of relationships how would that attract understanding and empathy to the difficulty of the challenges you face. This was a point well made in the session and reminded me to leave even more time for others to make their own connections they are always more insightful than what’s ‘broadcast in the session plan. Thankyou Ian Arnold for helping me with this.
We didn’t have time for Measure, Customer specifically or Process but maybe you can imagine further connections if we had! If you do please let me know.
Please do watch the recording to understand these and others in context.
By identifying together, understanding connecions it helps make the identification of opportunities all the more straightforward than what I often see as a complex and clumsy conversation.
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