Issue #3, October 2023

Achieving Real Change

You will no doubt have encountered many who promote particular “change models” as the “be all and end all” of intervention. “If we plot this organisational change initiative according to this graph…”

Unfortunately, these change graphs are combined with a distinct lack of understanding about real, heartfelt, change vs external compliance. I wouldn’t trust the vast majority of those leading and consulting with these models to help me convince starving people to eat a plate of healthy food in front of them. The change model advocates would go through the whole rigmarole of first inducting them into their orientation phase before finally pushing them out of the enthusiastic adoption phase like a bad curry through a sphincter. It would smell just as good in the end.

Like the Qantas Board and Chief Lawyers spruiking their ethics before Senate Committees while refusing to reveal the extent of their corrupt “gifting” to public servants, you can go through the whole motions, sign off on each phase and still end up on completion with zero effective change in behaviour, culture or outcome.

Sometimes, you just simply need compliance. Other times you need “heart change”.

So the real question becomes the perennial one from my point of view: What is the desired outcome? Reverse engineering from the desired outcomes, similar to designing a building that will stand despite an earthquake, requires a higher degree of intense scrutiny, insight and work to complete the building.

That’s why when I’ve been asked before by smug HR or advisory personnel what my change or even inquiry model is, I have answered “The one that works”.

To be fair, my skills are more sophisticated than that in practice, but that’s because I’ve been building all kinds of expertise and skills over decades. And that's what you've been doing, too.

If we approached every problem with THE one process in mind, then we could just get rid of all those engineers, doctors, architects, administrators, etc. etc. etc. because surely all one has to do is apply the "right" process already on paper and it all works out just right every single time? Right?

Achieving change must be based on developed expertise, skill, character, understanding, insight, intent and by focusing on pragmatic outcomes. But it should also always be strategic.

From The Front Lines

I was working with a major medical department, replete with globally distinguished experts - very smart and accomplished people. I had been working on changing the beliefs, attitudes and behaviours of the principal leadership and effecting change across department personnel, as there were significant dysfunctions ensuing across the Department due to a confluence of factors that included systems, management processes, strategic drive, ethics, interpersonal skills and professional (or unprofessional) demeanour.

I had conducted a thorough forensic investigation and was now on track to create significant change. We were working, as part of the project, on very specific outcomes across the Department, which helped to focus my discovery and interventions.

During one senior leadership meeting, an attendee who was one of the prime culprits in creating bad outcomes entered the room late and proceeded to challenge the basis for the meeting and the kinds of new processes I was leading them through. In response, I confronted his general late attendance, lackadaisical approach and unwillingness to face the facts.

“I believe this whole process is a waste of time and I would like to hear from everyone else what they think!” he trumpeted triumphantly, after another short speech. He believed he had the room.

“Sure. Let’s hear what everyone thinks”, I answered. And then I invited everyone, one by one, around the room to have their say.

And one by one, they proceeded to shut him down. They had already “sucked it up” and realised their parts in the dysfunctions of the department, their individual and collective responsibilities. They had full confidence in what we were doing and WANTED what I was helping them to do. They said it was beyond time for him to start living up to the expectations and responsibility.

An internal consultant appointed by the presiding division sat behind them out of their line of sight, jaw dropping and eyes exploding as she witnessed with shock and awe what was happening. He blanched as his colleagues pulled him up.

The tide had not just turned, it had become a tsunami, and they both were astonished to realise it.

He was suitably chastened but, as I had done the hard work with all of them individually and collectively, I also knew he was now in a position to legitimately change his own beliefs and behaviour. And that he did, to his credit. And they did as a whole. The point was not to shame him, but to help them all.

You won’t find that in your change graph.

BECAUSE I'M SO SMART, CLEARLY (a story exhibiting my natural brilliance)

After years of enduring complaints from my daughters and wife that I have succumbed to an extremely limited range of t-shirts (ones I receive for ‘free’ at the end of a military-inspired obstacle course/marathon that I run annually - go True-Gritters!), I too was beginning to feel ensemble ennui during a vacation/conference we were involved in last week.

So, as a surprise to my daughters, after replacing my torn and tattered jeans at a local store, during lunch with my wife I declared that I should have bought new t-shirts. So after eating, I returned to the store to buy some new shirts.

There was a limited range (part of my hesitance to buy new t-shirts anyway, as I reckon) but I found some polo shirts that seemed appealing and so splurged for the discounted 2-for-$$ deal. I selected one solid coloured shirt and then one with some lighter colours on top, followed by a solid blue beneath. Trust me, with the combined purchases, this is an immense investment for me.

The next day, my daughter wanted to visit the beach one last time before we all drove home separately. So, my wife drove on and I, as a surprise to my fashion-conscious daughter (No. 2, for those who know), changed into my new kit and met my daughter at the beach. I was pleased that I would be on the receiving end of admiration for my change in wardrobe and relief of her continual pain.

So imagine my dismay when she didn’t even comment. Then, eventually, she said, “Is that new?”

“Yes, I bought it for you girls, as I thought you’d be pleased!”

“Oh,” she said, with a “Hmm, that’s really not good” look on her face. What joyful enthusiasm!

We enjoyed the time at the beach and overlooking cafe, but after the trip home later that evening, my wife also had her first view.

After a while, she said, “You really shouldn’t wear that!”

I could have asked, “Why, does this make me look fat?” but instead I defended my choice and the fact that I had bought it to make them feel better after all their complaints.

Apparently, she didn’t feel that way. Again, the joyful enthusiasm was wanting!

Lesson: You can do things even on the suggestion of others, thinking you’ve done well and it will please them, but it’s really not what they wanted or would like at all.