A framework to move your team from the current to desired state.
Get in touch and transform your culture today.
Reach out using the form below and we’ll respond as soon as possible. We appreciate your interest.
By Gustavo Razzetti
November 2, 2017
Driving change is anything but easy.
Whether your company is going through a re-org, speeding up adoption of a new process, or looking to create a culture of innovation, change always creates conflict.
The most significant tension is the Current-Desired state divide.
Regardless if you are a CEO, manager or team member, the ‘Change Gap’ is taking a toll on you.
Not doing anything about it, won’t help anyone. Trying to bridge the gap too fast can make things even worse.
Let me explain why.
“Failure is not fatal, but failure to change might be.” — John Wooden
Driving change is at the top of any CEO’s agenda.
Finding new sources of growth, driving innovation, managing regulatory changes and developing a disruption economy-ready workforce, are CEO’s top priorities.
75% of change initiatives fail, according to McKinsey. The same old change management approach is not working.
Before we discuss a new model, let’s understand how human nature gets in the way of effective change management. There are nine insights as explained in McKinsey’s “The irrational side of change management.” Here are the ones that resonated with me:
To move your team from the current to the desired state requires more than a gap analysis. It demands to revisit your assumptions about ‘change.’
Solving the ‘Change Gap’ demands a profound understanding of the human factor.
That’s precisely why I’ve started my consultancy Fearless Culture.
To ignite and accelerate organizational change with a human-centered approach. And solve the root cause of what’s blocking or slowing change down. Not just the symptoms.
Following are the five principles that inspired the Change Gap Canvas.
We want to break the barrier between the personal and professional self. Everything we do is part of who we are. Our job, hobbies, and everything we do feed off of each other.
Organizations don’t change — people do. Organizational change is a byproduct of individual behavior change.
How people deal with change at work is driven by their inner lives. Beliefs, emotions, values, and fears affect their behaviors. It’s impossible to promote change-openness if we don’t address their risk tolerance at a personal level.
Our approach goes deeper in connecting people applying self-improvement, mindfulness, neuroscience, and social psychology techniques and tools.
Design Thinking or similar methods helps resolve problems based on a deep understanding of the user. In the case of organizational change, the ‘user’ notion applies to employees, manager, senior leaders, and stakeholders.
We utilize the principles of empathy to reframe the change-driven tension through the eyes of the ‘user.” Are we solving the right problem?
Effective change is not about silver bullets but about continually learning, adapting, and improving the solution.
Our approach builds on the principles of Agile and other innovation methods that promotes prototyping and testing as a way to develop the solution through various iterations.
Getting the entire organization to rally behind something is impossible. But also a waste of efforts and time. As I like to tell my clients: “It’s better to have 10% of your team 100% convinced than 100% of the team only 10% convinced.”
Start one team at a time. If you change a team, you can change the entire organization.
Driving advocacy is critical: early adopters can help you scale the initiative but also turn into a collective one. The chances of adoption increase when new projects are not attached to the leader.
Don’t limit your challenge, challenge your limits. Our brain is lazy by default, that’s why we resist changing behaviors or exercising. But we can prepare our teams to be more open to change, as I explain in my book ‘Stretch for Change.’ To improve their change-fitness.
You cannot turn a risk-averse culture into an innovative one overnight. It’s like expecting someone who is in bad shape to run a marathon.
Prepare the culture before you launch. Don’t expect your team to become more agile without proper preparation.
Most consultants business models
Most consultants business models are built on dependency. By getting companies hooked to expensive measuring tools, overcomplicating problems, and turning every need into an annual engagement, consultants benefit from the addiction they promote.
Like a sports coach, we prepare and challenge people so that they can play at their best. On their own terms.
We purposefully want to focus on building capacity and experimentation.To help organizations bridge the ‘Change Gap,’ not to solve it for them.
We created a framework to help organizations:
… align the perceptions of those driving change and the ones who have to adopt change
… build a journey to move from the ‘current state’ to the ‘desired state’
… solve the root problem not just tackle resistance symptoms
… reframe mindsets and emotions to build a culture of change
That’s why we came up with the ‘Change Gap Canvas’.
After various iterations, and learnings, it’s time to make it public and get more insights from other curious minds.
The initial approach was developed based — like any effective solution — on a conversation with a customer.
“How do I engage with you guys?” — A CEO once asked me. He was going through a re-org, have heard about us from a colleague, and wanted to hire us.
But his question sounded to me like more than just transactional. This executive — currently a client — wanted to solve change-driven tensions in his organization. But he lacked a way of articulating the problem in a clear and meaningful way.
That triggered the idea of the ‘Change Gap’ canvas.
How can we create a tool that helps capture the change-driven tensions in an organization? But, most importantly, to help us understand what’s driving the gap so we can solve the right problem.
Before we dive into the canvas itself, let me share our overall process to leading change. We have applied it to both personal and professional transformation projects.
On this post, I will focus on the business application.
The process covers three key phases:
1. Understand the ‘change gap’
2. Explore possible solutions
3. Implement solutions at a small and then large scale.
Though it’s a continuous cycle, it doesn’t mean you have to start from the beginning. It depends on your organization’s specific challenge.
“Clarity = Speed.” — Ken Perlman
What’s the new change-driven tension that’s creating a gap in your organization?
The purpose of this tool is to help you assess and understand the gap between your Current and Desired State. It’s not just descriptive, but analytical.
In our experience, it has helped improve both communication and collaboration by de-dramatizing change.
The “Change Gap” is created mostly by misunderstandings.
Take this stat as an example: only 29% of employees can correctly identify their company’s strategy. That means most people are misaligned because they don’t know, not because they don’t want.
Another misunderstanding is the notion of opposition. Believing that people are either with or against the leader, is something that broadens the divide.
People don’t resist change on purpose. Sometimes is out of personal reasons as I explained before. But, most importantly, they don’t want to be changed by others.
Real and effective change happens from within. Leaders need to prepare, inspire, and provide the space needed for people to change. Not just push them too.
The ‘Change Gap’ canvas illustrates the divide. Some people are ahead, and others are behind. That doesn’t mean that one group is right and the other is wrong.
Rather than fight (or ignore) the divide, what is it telling about your organization? What can you learn from it?
Unlike other tools that approach change as one-size fits all, we believe that is critical to identify the tensions affecting each group. And avoid the “them” versus “us” divide.
Remember that the starting point is not the same for everyone.
Leaders and early adopters tend to be more optimistic. And are driven by expectations (how things ‘should’ be). Those lagging or resisting change prioritize their beliefs (how things ‘have been’) over the vision.
As you can see, both sides out of perceptions, not reality.
Based on their biased perspective, both sides suffer from frustrations, ignorance, and lack of recognition.
Once you have a clear assessment, you can generate possible hypotheses that could be driving the gap.
This tool helps clients perform an initial assessment of what needs to be solved. Though some clients ask that we coach them apply the canvas, today I want to share the basic instructions so you can try it on your own.
First, choose one specific change initiative you want to solve. Focusing helps achieve faster results.
This might sound obvious, but it’s critical for success. Lack of focus drives failure. By trying to address several change initiatives at a time they get people confused. And don’t achieve any progress at all.
Capture the current and desired state in one sentence. Keeping it short will help you remove details and distractions. Use the words of the change agent or leader. We want to identify with their perception and feelings.
Underneath the bridge sign, recognize what’s the real tension or gap. In most of the cases, the change gap is driven by one of the following:
The Change Gap is the starting point. It captures the most significant tension that’s not allowing the team to reach the desired state. Bridging the gap is a collective responsibility: everyone needs to move beyond ‘them’ vs. ‘us’ or ‘right’ vs. ‘wrong.’
Identify those who are lagging adoption or merely resisting the change initiative.
Creating a ‘persona’ makes it less personal. You are designing a change strategy, think of ‘laggers’ as the users. Give them a name, a job title, capture their goals and values.
The mindset is how your persona sees the world. You must dig deeper to empathize with this group and learn to see the world through their lenses.
Change puts collective and individual identities at risk. By promoting new behaviors or processes some individuals feel that what them, and their work, stood for no longer makes sense. Before you become defensive too, learn to walk in their shoes.
Also, discriminate the objective risks from the real ones. Are there communication issues getting in the way? Are emotions blinding the team?
Once you’ve captured the mindset, focus on the thoughts, feelings, words and behaviors that bring the tensions to life.
Do these manifest regularly or are there simple reactions to specific stimulus? Understanding rituals, and words used is essential to compare them to those of the leaders. Communication drives one of the most obvious change gaps. Everyone thinks they are clear, but the other side listens to a different story.
Same as for those who are behind but focusing on the ones who are either driving the initiative or have already adopted it.
The same way beliefs get laggers stuck; expectations make those who are ahead blind or deaf.
Leaders see differently. They visualize their dreams materialized even before the construction has started. They tend to anticipate or be too optimistic creating a divide with the mundane perspective of those who are in the trenches.
Same exercise as you did for current state but, in this case, from the perspective of those who are ahead.
Once you completed the whole canvas, spend some time comparing both sides. Look for commonalities but, most importantly, identify contradictions, tensions or surprises.
Ideate. Craft some hypothesis. Find insights to better understand what’s going on.
Use these hypotheses as the starting point for conducting empathy research with employees, leaders, manager, and stakeholders.
CLICK HERE TO DOWNLOAD A HIGH-RES VERSION OF THE CANVAS
This template will help you capture your findings in a simple way.
Space is limited on purpose. Focus on what’s critical.
The ‘Change Gap Statement’ will guide the Empathy Research. Once revisited the tension through the eyes of the ‘user’ we will write a new version of ‘Change Gap Statement’.
This will be the definite, reframed one, that will inform the ‘Minimum Viable Change’ (MVP).
Change is not easy. And far from being perfect.
The Change Gap is driven by the divide between individual and collective perspectives and between the Current and Desired states.
Rather than resisting that gap, apply a human-centered approach to driving change. Understand the real tension and develop a common solution where both leaders and employees adjust behaviors.
Real change happens from within. People don’t want to be changed.
The “Change Gap’ Canvas helps understand the root cause of the problem and focus efforts with a more experimental mindset: test and iterate.
To learn more watch our free webinar.
services
site map
Previous
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Suspendisse varius enim in eros elementum tristique. Duis cursus, mi quis viverra ornare, eros dolor interdum nulla, ut commodo diam libero vitae erat. Aenean faucibus nibh et justo cursus id rutrum lorem imperdiet. Nunc ut sem vitae risus tristique posuere.
Next
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Suspendisse varius enim in eros elementum tristique. Duis cursus, mi quis viverra ornare, eros dolor interdum nulla, ut commodo diam libero vitae erat. Aenean faucibus nibh et justo cursus id rutrum lorem imperdiet. Nunc ut sem vitae risus tristique posuere.