This is the second of four posts exploring the possibility of change management as an unconscious competence. In the first post (What If Change Management Were An Unconscious Competence?), I presented the four stages of competence model and used it as a lens to consider the state of organizational change management ability. I observed that, in my experience, Stage Four organizations – ones where change management has evolved to the level of unconscious competence – are uncommon but do exist. These are organizations that have purposefully committed the time, resources, and effort to establish a cultural context that enables change management competency at this level.

Let’s push the exploration further. If you or I were to encounter a Stage Four organization – one where change management is a highly evolved competency – what would we learn and see? Continue reading →