Motivations for Change

Organisational change is driven by different motivations (drivers). Sometimes it's a combination of one or many. Here's one way of naming these options and being mindful of the choices organisations can take:?

1) Personal Motivation for corporate change refers to an individual's interest or desire for personal gain could involve seeking new opportunities, career advancement, or professional development. Employees may be motivated to support corporate changes that align with their personal goals, interests, or skill set. For example, an employee might be interested in taking on a challenging project that allows them to acquire new knowledge and skills, enhancing their career prospects within the organisation.

Essential Questions: "What's in it for me? for us?"?

2) Project Motivated corporate change stems from recognising that a particular organisational task or initiative must be done to achieve organisational objectives. This task-oriented motivation focuses on completing specific projects or implementing changes to address identified needs. It may involve deploying resources, allocating budgets, and coordinating efforts across various teams or departments. The motivation behind project-based corporate change is centred around achieving specific goals within a defined timeline and scope.

Essential Questions: "What needs to get done?"?"Let's do it"?or "Just get on and done with it."?

3) Profit Motivated corporate change revolves around initiatives and strategies to maximise financial gains and improve profitability. Profit-driven changes aim to enhance the organisation's financial position and create value for stakeholders. Cost-driven change initiatives are what most staff experience. Others might be subject to restructuring, downsizing and potential job loss. Most organisation change management is geared toward delivering effective outcomes towards increased profitability.

Essential questions: "What do we need to do to improve our bottom line?" "How do we stay ahead of our competition?", "How do we get to profit and be responsible for our people?"?

4) Political Motivation for corporate change revolves around power and influence. It involves change initiatives driven by individuals or groups seeking to consolidate or expand their power, influence decision-making processes, or gain advantages over others. Political motivations may result in changes such as restructuring, reassigning roles, or altering reporting lines to gain more control or enhance personal or group interests within the organisation.

Essential questions: "How do we re-establish power and control?" "How do we reorganise power?" "How do we distribute/shift power?"?

5) Principled Motivation for corporate change is based on values and ethical considerations. This type of motivation is grounded in a commitment to principles such as social responsibility, sustainability, or diversity and inclusion. It involves aligning the organisation's practices and policies with core values or beliefs. The driving force behind principled change is the desire to uphold and promote organisational ethical standards.

Essential questions: " How do we live out our values better? in more congruent ways? " How do we change corporate culture and practices aligned to a better workplace?"?

6) Prophetic Motivation for corporate change arises from responding to a call for justice or addressing societal issues. We are informed by the ancient tradition of religious prophets who speak truth to power. This type of motivation is inspired by a sense of moral duty to impact society or correct perceived injustices positively. Prophetic corporate change may involve initiatives like philanthropy, community engagement, or advocacy for social causes. The motivation is rooted in the belief that organisations are responsible for contributing to society's well-being beyond their immediate business objectives, and they should use their resources and influence to bring about positive change.

Essential questions: "What is our commitment beyond profits?", "Do we have the courage to make the hard changes because we believe in the common good?" "Do we see corporate change bigger than our internal systems?"?