Many organizations increasingly look for a quick fix to solve their urgent problems. This seems logical, as problems show up faster and more often.
Some organizations, however, learned that continuous change is a pattern for which they can adapt themselves sustainably: from an engineering mindset to a collaborative change mindset.
Organizations need to change constantly to create value. The world is unpredictable and demands swift response; lead times for change are getting shorter. Knowledge is abundantly available and no longer a scarce asset. Employees have emancipated, they are critical and are looking for ‘purpose’.
Many organizations struggle to adapt change. They get stuck in their existing structures like organizational structure, governance & control, processes and technology.
These known structures often provide the foundation for implementing change: projects, programs and changes within the line organization.
The true potential of people is not being used, despite large investments in time and money on training, coaching and methodical skills. There is no clear idea on how to involve and mobilize them.
In an attempt to deal with issues rising, the urge to control increases. More of the same measures are applied to force the project or program to do better. This hardly ever really works leading to loss of time, money and commitment.
When Agile and Scrum tools are applied in an attempt to force a break-through, the quick fix focus leads to implementing tools instead of creating an agile mindset in the organization.
Collaborative Change appeals to a number of different yet fundamental human drivers. Human drivers like participation, collaboration, creation, connecting, engaging, having fun, focus and a sense of purpose. It is a human centered design of collaboration and creative dialogue.
And because people are goal oriented by nature, Collaborative Change is extremely result oriented and always interweaves the purpose and the long term in the solution. The proven results are:
The ability to collaborate, both within the organization as with the outside world, becomes ever more a crucial factor to stay relevant. Survival of the fittest is often misunderstood: it is not about being fit as an organization, it is about making the organization fit in the new environment while facing the complexity the environment asks of the organization. You need to collaborate to create the vision how to best fit in the new situation, because all know more than the individual.