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