Proven Approaches and Models to Change Well

Our podcast and blog series is called Change Well.  So far, we have focused on defining and discussing the second word in the title, “Well.”. We have discussed what it means to be well in mind, body, and spirit. We also discussed the 15 Well-Led Guidelines for organizations to achieve business success while ensuring employees’ well-being in Episodes 13-16.  But today and next week’s blog will focus on the word “change.”  This week, we will look at approaches to determine the needed change.  Next week, we will look at critical lessons on implementing the change to achieve the desired effect.

The Definition and Types of Change

One definition of “change” in the Merriam-Webster dictionary is “to undergo transformation, transition, or substitution.”   Now that we understand the definition let’s explore the practical side. What are the types of change?  First, we can discuss the entity undertaking the change – an individual, project, program, or organization.  Next, we can discuss change in terms of complexity.  Change theory (yes, there is such a thing) categorizes change as static, dynamic, or complex (also known as Dynamical).   Static change is when there is an explicit agreement on the change needed and near certainty on its implementation.     Dynamic changes are those where there is agreement that a change is necessary but not on the approach.   There is a need to take a more incremental approach.

Complex change, also known as “Dynamical” change, is a different ball game. In this type of change, a group neither fully agrees nor is entirely sure a complex change is necessary. This type of change is precarious and not predictable. It’s like navigating through a stormy sea, where the waves can throw you off course at any moment. 

An example of this type of change is the current push by some companies to have their employees return to work on-site.   In this case, the remote work necessitated by the recent pandemic had positive and negative consequences.  In many industries, there is no consensus that on-site work should be mandatory, nor is there a clear understanding of the outcomes that will materialize if a mandate is imposed. This unpredictability calls for caution and preparedness when dealing with complex changes.

So, with change and its types defined, what practical steps can we take to change well?  Here are four steps with examples to help you transform yourself, your project, or your organization.

Use the Correct Approach To Change Well

To manage change well, you need to choose the right approach. For static change, use root cause analysis and expert advice. On the other hand, an incremental approach and process are best when dealing with dynamic change. You implement small changes and then adapt (think Agile).

For example,  my initial goal for my weight loss journey was to lose 130 pounds by my college reunion.  I stopped losing additional weight and was forty pounds short of my goal; however, one month before the reunion.  I was unsure of the right approach or the new timeline to reach my target weight.  Therefore, I took an incremental approach to different aspects of my weight loss routine.  

First, I made an incremental change to my exercise routine. Then, I swapped out some of my foods and increased the water intake until I reached an acceptable weekly weight loss. With this change, I estimated a timeline to achieve my goal and tracked and tweaked my approach until I made it.

The CDE Model

You need a whole change model to deal with complex (Dynamical) change, where there is no agreement on what the change should be or even if it is required.  The best way to change well in this situation is to use the Container, Diversity, Exchanges (CDE) model to determine how to organize the unpredictable situation to find the best path forward. 

Let’s apply the CDE model to a situation many companies face: What changes should be made to the work environment post-pandemic?  With the pandemic having abated for now, should companies return to the office to improve communication and fellowship, continue to work remotely for greater flexibility, or adopt a hybrid approach?   The answer is not clear, and factions have different viewpoints.

Containers

First, what containers govern work interaction, and how should they be adjusted to facilitate decision-making? For example, to make the best decision for the organization, do we have to have a series of intra-team focus meetings to discern the way forward? If we return, do we need the same number of offices, or is hoteling with fewer offices a better approach? 

Diversity

Second, let’s look at the problem from the perspective of diversity.  Did the remote nature of the teams lead to differing goals among the individual teams?  If this is the case, then communicating common goals with defined metrics may bring the team together better than physical proximity.  On the other hand, did we have enough diversity in skills among the team to make remote work productive?  If not, we might want to increase the diversity of our team’s skills.

Exchanges

Lastly, you need to examine team exchanges. Are our interactions too loosely or tightly coupled to make a good decision? Has the organization defaulted to email as its primary means of interaction when a Slack or Teams channel may have fostered more real-time interaction?

The CDE model alone does not directly indicate the most appropriate change. Instead, analyzing and adapting your organization’s containers, diversity aspects, and interactions provides the adjustments needed to make the most relevant change. You must first understand your organization’s infrastructure to make effective change in a time of ambiguity.  Using the CDE model in the above example, an organization may realize they can achieve the same benefits of in-office work with a few changes in their remote environment.  If the organization implements on-site work, it may change its approach from pre-pandemic.  In either case, the CDE model can help the organization to change well in ambiguous circumstances.

How Wellness Leadership Can Help You to Change Well

Wellness Leadership. LLC is eager to help you achieve tremendous success and wellness. One of our offerings designed for projects and programs contemplating change is the Well-Led Project Assessment (WLPA).

We conduct a two-week assessment of your project or program’s current state, benchmarking against leading practices in risk management, governance, stakeholder management, employee wellness, and delivery metrics. Based on this analysis, we create an assessment report with recommended project changes to drive tangible improvements. Contact us here to learn more.

The WLPA provides an approach to delivering your project or program on time, on budget with quality while safeguarding your team’s well-being. Invest in the WLPA to enhance delivery outcomes and build a sustainable foundation for long-term success by retaining skilled resources and change well.