Change succeeds when people are at the centre of it. There is a way to give them the ownership and resources to make this happen.
The majority of people in employment will at some stage experience the kind of organisational change that directly impacts them, their role and purpose. Some experience it often.
Organisational change comes about for many reasons. Sometimes change succeeds and organisations do better because of it. A big success factor is how the change and the people going through it are managed. The evidence is that people-centric change is more likely to succeed.
Maps make a difference here. A map is much more than a set of helpful images. It provides layers and layers of valuable information on where you are and where you ned to get to; it helps you find the best way and tells you lots about what’s along the route you are taking.
Importantly, it shows you the whole landscape, not a zoomed-in view of where you are on your route. The map is not what gets you there. It’s the choices you make, based on the guidance it gives you.
We developed Change Orienteering fifteen years ago, as a people-centric response to the concerns we heard raised by employees struggling with change. It helps people to become part of the change process, by developing:
CLARITY – it enables people to make sense of what is happening to become clear about where they need to go and why getting there matters.
COMMITMENT – it gives people the opportunity to choose to be on the journey and succeed with it.
SKILLS – it helps people identify and build the capability to function in the new environment.
SHARED UNDERSTANDING – it creates unity and collaboration across teams.
RESILIENCE – it helps people to navigate through uncertainty and build the inner resources they need to stay the course.
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