As a human I have learned that change is the only constant and the most consistent agent we have in life. As Arthur Schopenhauer said, 'Change alone is eternal, perpetual, immortal.' However, as a coach I have learned that people are not consistent in their goals or keeping up with their need/desire for change. In my observations, the struggle is whether we conform to the pressure around us or do we take center stage for the story of our life and determine for ourselves what change will look like?
‘When we are no longer able to change a situation – we are challenged to change ourselves.’ Viktor Frankl
Of course there are several stages for change, and most common are the personal stage and the organizational stage. Both seem to have their difficulties as well as alignments of skills. Regardless of the stage you set your foot on to live your change, the steps are similar, typical and exchangeable. Richard Beckhard and David Gleicher, later refined by Kathie Dannemiller coined the term, "Formula for Change" which is sometimes called Gleicher's Formula. This formula compares the success of change programs to the relative strengths affecting that change. It is as follows:
D x V x F x CL > R
There are four factors that are needed for change, whether for the individual or organization. These factors are:
- D = Dissatisfaction with how things are currently;
- V = Vision of what is possible and tangible;
- F = First concrete steps that can be taken towards the vision;
- CL = Creative Leadership to navigate toward the vision.
If the product of these four factors is greater than:
- R = Resistance,
then change is foreseeable. D, V, and F are multipliers, because of that, if any one particular factor is missing or low then the product will be low and the resistance to change will be stronger. Whether the organization or individual, when trying to change 'Change Fatigue,' it is often felt in which people become demotivated, tired, and negative towards management (Williams, 2008).
What about CL, Creative Leadership? For the organization, this could be a consultant, mentor, or other measures. For the individual, a coach would be best fitted. Regardless, in my honest opinion, something that is needed for expected change is an outside set of eyes because they provide:
- Accountability - Someone to keep the coachee/organization grounded on progress and forward momentum.
- Efficiency - Through accountability, solutions begin to unfold at a faster pace with the coach/consultant's efforts combined.
- Expertise - The knowledge and wherewithal to know the direction.
- Delivery - Knowing the right thing to say or ask and the timing of when to say or ask it.
The truth is, nobody knows the dissatisfaction more than those involved with the issue. Through this sort of influence and strategic thinking of the Creative Leader, the vision and concrete steps can be created. The benefit of this is permanent change. If the individuals involved can learn how to spot the interference they can keep positive momentum constant and maintain more constant progress.
Coaching Moment:
What needs changed in your life/organization? Do you have Creative Leadership trained to identify and navigate you through change so that change fatigue does not set in? Do you have a vision for what is possible and tangible? Do you have any sort of 'first steps' to begin your success?
Consider contacting me to discuss coaching or consulting to see your options and what is best for you.
Remember, 'All change is not growth, as all movement is not forward.' - Ellen Glasgow. The coach is an outside observer being able to see the whole arena and able to identify where things are colliding and are able to isolate the interference.
References
- Beckhard, R 1969 Organization Development: Strategies and Models, Addison-Wesley, Reading, MA.
- Dannemiller, K. D., and Jacobs, R. W. (1992). Changing the way organizations change: A revolution of common sense. The Journal Of Applied Behavioral Science, 28(4), 480-498.
- Jacobs, R. W. (1994). Real-time strategic change: How to involve an entire organization in fast and far-reaching change. San Francisco: Berrett-Koehler.
- Wheatley, M. J., Tannebaum, R., Yardley, P. Y., and Quade, K. (2003). Organization development at work: conversations on the values, applications, and future of OD. San Francisco: John Wiley & Sons.
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