There are many models available to those looking to implement change within their organization. Several view organizations as a machine and its people as components. These models outline a linear staged-process: evaluate readiness, design a strategy, develop a plan, execute the plan, close the project. The common beliefs are that idealistic future goals and objectives can be defined, gaps will be closed by changing processes, introducing technology, adjusting worker behaviour, and driving performance using metrics. They assume that the future can be reasonably and rationally predicted.
But what if the change outcome you desire faces complexity in terms of future uncertainty, turbulence, hidden conflicts, deep mistrust? Deploying an inappropriate change method can lead to the emergence of unintended negative consequences and increase the likelihood of change initiative failure. We must appreciate why we cannot ignore, manage, simplify, nor control complexity; rather, our plans need to absorb and navigate through it.
A traditional change initiative typically begins with a big launch and expires when the funding runs out. The evolutionary approach consciously starts small and scales by shaping the organization’s culture.
The prime message in this session on implementing change is to make sense and influence the evolutionary potential of the present rather than invest heavily in a future that one faithfully hopes will materialize.
After the session, participants will be able to:
- Understand why different thinking is required in the 21st century.
- Determine what appropriate change strategy to develop, and
- Learn how to use three tools to implement change: narrative inquiry, data visualization and safe-to-fail experiments.
Engineering and geoscience professionals and associates involved in implementing change or being impacted by a change initiative.
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 and 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 course, “Creating & Leading a Resilient Safety Culture.”