There are many change models available in the marketplace. The spectrum stretches from the academically researched to experiential “best practices” brands. Some share a common scientific management view of an organization as a machine and its people as components. Many adhere to a linear staged-process: evaluate readiness, design strategy, develop plan, execute plan, close. The common beliefs are that idealistic future goals and objectives can be defined, gaps closed by introducing technology and adjusting worker behaviour, and metrics can drive performance. The future can be reasonably and rationally predicted.
But what if the change outcome you desire faces complexity in terms of confusion, ambiguity, volatility, uncertainty? Deploying an inappropriate change method can lead to the emergence of unintended negative consequences and increase the likelihood of change initiative failure.
This offering is the second in an APEGBC complexity science series. The key take-way in the first session is appreciating why you cannot manage, simplify, nor control complexity; you must absorb and navigate through it.
The prime message in this session on implementing change is to make sense and influence the evolutionary potential of the Present rather than invest in a Future that one faithfully hopes will materialize. A typical change management project has a starting and an ending point. The evolutionary approach is ongoing and focuses on building sustainability and resilience.
After the session, participants will be able to:
- Understand why different thinking is required in a complex adaptive system
- Determine what appropriate change strategy to deploy
- Learn how to use 3 tools - Narrative inquiry, Data visualization, Safe-to-fail experiments
Why: The 21st century is different
What: Evolving the change practice
- Age of Cognitive Complexity, complex adaptive systems
How: Managing the change process
- Change management v Change leadership
- Diagnostic categorization v Dialogic sense-making
- Waterfall vs. Agile planning
- Inductive business case v Abductive value proposition
- Organizational hierarchy v CAS networks
- Disruptive transformation v coherent evolution
- Cynefin Framework
- Narrative (stories) cf. traditional surveys, interviews
- Visualizing patterns in stories
- Safe-to-fail experimentation
- Heuristics as simple rules to deal with complex situations
Engineering professionals and associates involved in implementing change or being impacted by a change initiative
Making sense of today’s work environment and applying a practical complexity-based approach to implementing change.
No prerequisite required as a basic introduction to complexity science and the Cynefin framework is included.
Recommended: The “Navigating Complexity: Going Beyond Systems Thinking” course provides in-depth discussions on systems thinking v complexity thinking, reductionism v holism, robustness v resilience, knowledge v ignorance.
For more information or to register for Part 1 - Navigating Complexity: Going Beyond Systems Thinking, please click here to view the web advertisement.
Gary Wong, P.Eng., MBA
Gary Wong & Associates
Gary Wong has over 40 years of experience starting with his career at BC Hydro where he worked in engineering, line operations, business consulting and training roles. He later joined Ernst & Young Consulting (now Capgemini Consulting) as a Senior Manager in Strategy & Transformation. During his association with the global consulting firm he acted as a lead practitioner for Change Management in Canada and the local Knowledge Management coordinator in the Vancouver office.
Gary has operated his own independent consulting practice over the past decade. He also is a FranklinCovey training consultant for programs such as the 7 Habit of Highly Effective People. As an accredited training partner with Cognitive-Edge Inc., Gary co-developed and co-delivers a 2-day complexity-based Creating & Leading a Resilient Safety Culture course.