As I become more experienced in the world of consulting I am being constantly reminded as to why certain axioms, or realities, of change are so relevant.  What do I mean by this?  I am going to jump back a number of years to the first formula for managing change that I was introduced to.  You may be familiar with the following:

In short, dissatisfaction multiplied by vision multiplied by first steps must be greater than zero.  If any of the three parts of the formula are zero, your answer will be zero and change will not happen.  What is becoming clear to me as I work with clients are the questions I am drawn to asking when qualifying if fit is right.  Let’s consider each of the three areas of the change formula.

Dissatisfaction
Is there an acknowledgement that there is a problem to be solved, or an opportunity to improve the current state?  Are both those in management and at sea level in agreement?  Will resources be made available at sea-level?  Will management have the time to commit?  Is there an understanding of what change management is?  Have any efforts already been made around change management?

Vision
Perhaps my biggest lesson learned to date has concerned sponsor engagement.  Do you have the right sponsor identified?  Are they committed, involved and engaged in supporting the vision’s success?  Is there a leadership team consensus in building the vision?  Are management involved and actually ‘making’ the time to be involved?  Maybe the change should only be a single process to start and grow as successes are realized?  What is the realistic scope and how does it line up with operational plans and budgets?

First Steps
And finally, the first steps need to be clear.  From a collaboration perspective, what do people do?  What processes, activities, procedures, or workflows need improving?  What information do people need to do their jobs?  How will you prove success once all is said and done?

The value of this blog is that the above questions would apply whether you are an external consultant, an internal consultant, or a manager trying to effect change within your organization.  But whatever questions you ask, be sure to validate that there’s dissatisfaction, have the team agree on a vision and make sure everyone is clear on what the first steps must be.  If any of those three areas equal zero change will be harder than ever before.

As I become more experienced in the world of consulting I am being constantly reminded as to why certain axioms, or realities, of change are so relevant.  What do I mean by this?  I am going to jump back a number of years to the first formula for managing change that I was introduced to.  You may be familiar with the following:

In short, dissatisfaction multiplied by vision multiplied by first steps must be greater than zero.  If any of the three parts of the formula are zero, your answer will be zero and change will not happen.  What is becoming clear to me as I work with clients are the questions I am drawn to asking when qualifying if fit is right.  Let’s consider each of the three areas of the change formula.

Dissatisfaction
Is there an acknowledgement that there is a problem to be solved, or an opportunity to improve the current state?  Are both those in management and at sea level in agreement?  Will resources be made available at sea-level?  Will management have the time to commit?  Is there an understanding of what change management is?  Have any efforts already been made around change management?

Vision
Perhaps my biggest lesson learned to date has concerned sponsor engagement.  Do you have the right sponsor identified?  Are they committed, involved and engaged in supporting the vision’s success?  Is there a leadership team consensus in building the vision?  Are management involved and actually ‘making’ the time to be involved?  Maybe the change should only be a single process to start and grow as successes are realized?  What is the realistic scope and how does it line up with operational plans and budgets?

First Steps
And finally, the first steps need to be clear.  From a collaboration perspective, what do people do?  What processes, activities, procedures, or workflows need improving?  What information do people need to do their jobs?  How will you prove success once all is said and done?

The value of this blog is that the above questions would apply whether you are an external consultant, an internal consultant, or a manager trying to effect change within your organization.  But whatever questions you ask, be sure to validate that there’s dissatisfaction, have the team agree on a vision and make sure everyone is clear on what the first steps must be.  If any of those three areas equal zero change will be harder than ever before.