Facilitating Transformational Change Nutt, P. & Backoff, R., 1997, Facilitating transformational change, Journal of Applied Behavioral Science, V. 33, p. 490.
Brief Report by Tracy E. Russo 2011
I was looking for articles on risk. I found a position/descriptive paper sharing a process for not only working through the tensions and barriers created by risking change, but also framing how to proactively make it happen.
Just do it!
“Radical change stems from a vision”
Comprehensive vision = Comprehensive change
Incorporates more levels of stakeholders Incorporates key insiders
Leader creates vision
A vision provides a way for stakeholders to enter into a “possibility space…” (Block, 1991)
Problems are our friends (When framed as tensions) Equity – equity
Transition-transition
Productivity-productivity
preservation-preservation
Equity-transition
Preservation-productivity
Preservation-equity
Preservation-transition
Productivity-equity
Techniques such as cognitive mapping can be used to capture the relationships among issue tensions seen by a development team (Eden & Radford, 1990; Nutt & Backoff, 1992; Warfield, 1990; Weick, 1979). Focus on interests—this separates stakeholders from positions and problems. Look for a win-win action—by starting with a lose-lose.
Build your scaffolding. Job Stress Decreases
Job Stress Decreases
Win Win- Invest in human capital with training that empowers people to make process improvements.
Compromise: Reduce job demands for a pay cut Cost cutting Increases
Cost cutting decreases
Job Stress Increases Lose Loseincrease stress and lower productivity
Example from Ford
Job stress increases
Moving from the reason (Why)to the action (How)