This is the third 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 Stage Four organizations – ones where change management has evolved to the level of an unconscious competence – are rare but do exist.
In the second post (Change Management Evolved), I explored what we would see if we were to encounter a Stage Four organization. In this post, I will present what I believe it takes to develop Stage Four competency.
Like any form of superior human achievement, reaching Stage Four requires effort and discipline. Superior achievement doesn’t happen by chance. Additionally, however, in an organizational setting where many people in different units are involved, there are other elements that must be added to effort and discipline to complete the formula. I have identified six such elements that help to make Stage Four attainable. Continue reading →
This is the third post in my series on meaningful engagement. You can check out the other two posts in the series here:
Meaningful engagement and the co-creation of change can produce much more commitment than simple buy-in can.
Organizations that settle for buy-in, rather than aspire to meaningful engagement, miss out on the opportunity to:
- Deepen commitment to the change process
- Stimulate co-creation of solutions
- Build business literacy and other important business skills, and
- Accelerate the pace of change.
I define meaningful engagement as:
“Any authentic involvement that allows people to make consequential contributions to the process and the outcome of a change and deepens their understanding of it, their commitment to it, and their ownership of it.”
As I wrote in Meaningful Engagement vs. Buy-In: What's the Difference and Why Should I Care?, leader commitment – including the belief that ordinary people can make extraordinary contributions and the willingness to commit time, effort, and resources to enable them to do so – is the pivotal difference between enabling meaningful engagement and settling for buy-in.
Without a leader’s resolute commitment to authentic involvement, the full measure of meaningful engagement will not be realized.
If we know that meaningful engagement is what we want and need in our organizations, how do we go about creating it?
Continue reading →