Organizational TRUTH

Almost everything in the world today, under any circumstances, is accomplished through some form of organization. Yes, sole proprietors, individual leaders, independent contractors, and various other forms of production exist, but most of the real work gets done through some form of organization. These organizations and their work are accomplished through some form of structure. Often these structures comprise of committees, taskforces, Directors, and Boards.

A board of directors is an “executive committee” that provides supervision of activities in businesses, nonprofit organizations, or government agencies. They make the key decisions about how the organization functions. Directors most often comprise the top level of leadership or command and control. A taskforce is usually formed for short-term input or discussion. Committees are formed to help break down larger tasks or to focus work in a particular area.

Throughout time, we have put together groups of people to coordinate our activities to accomplish certain tasks or objectives. Generally, they are social institutions which follow rules or norms in order to coexist with one another and to achieve what they set out to do. They represent certain hierarchical structures of either management (vertical) or delegation (horizontal) They function by mission or purpose and follow a pathway or vision. In many cases they function as legal entities that define certain rights or obligations.

In the end, each level or form of structure is about getting and staying well… organized. Even the sole proprietors, individual leaders, independent contractors, and various other forms of decision making among us share the same thing. The TRUTH of staying organized.

I have written before about “TO-DO” lists but have recently come across an article that take them to the extreme, identifying and experimenting with five different types of to-dos lists and reporting, in some detail, the results of each experiment. First, I did not realize there were so many different types and second, I wondered how, as busy as she reported she was, how she had the time to go into such detail over to-do lists.

My conclusion is that organization starts with a simple question, that I have also written about before. “If you could change one thing in the world, what would it be?”?

How do you choose just one in a complex world that requires organizations? It is like the old fable…How do you eat and elephant…one bite at a time.?One simple change, if it the correct change, can make a tremendous difference.

What is the “one thing” you want to change? It might be poverty, education, energy conservation, or space travel. It could be very elaborate and complex or simple and straight forward. Kennedy found this simplicity when he challenged us to send men to the moon. He did not get bogged down with the how or if it was even possible.

What do you want to change? Here is a simple four step process:

1.????? Identify the issue: What is the problem that needs changing? Understanding this will give you direction. This needs to be as specific as possible!

There must be some form of a driving force behind every change. It would not need to “change” if there was not.

Analyzing these drivers helps us understand how we’ve arrived at our current state and provides insight for future transformations. I have taken on the task to define how I feel about 50 pivotal things in the world that have been identified as demanding a shift. They are helping me to define the issues in my life in which I must seek TRUTH.

2. Define the desired outcome: What is the ultimate goal of this change? In a perfect world, what would the change look like?

A desired outcome starts with the issue identified. Identifying the issue outlines what you do not want the change to look like. The desired outcome will be your vision. Dream big, but dream realistically, for no small dreams stir the imagination. The solution must, of course, be considerably better than the original situation. It also must be recognized and communicated as a positive change.

3. Map out steps: How can we get from here to there? Developing a logical progression ensures feasibility. Strategies must identify everything that is included in the change.

You must have a plan. Do your homework. Ask questions. Define everything you can that will be part of the change. Most of all, be committed to success, have confidence in your actions. Believe that your change will make a significant difference.

4. Anticipate challenges: Where might resistance or obstacles arise? There will be difficulties every time you try to change anything.

Implementing change successfully isn’t just about introducing new systems or processes; it’s also about managing people’s reactions and ensuring they’re on board with the changes. You’ll encounter two main hurdles: change resistance and change acceptance.

There is little need for, if you do this right, committees, taskforces, Directors, and Boards.

Identify your one thing and take a bite of the elephant. Get people aligned behind the identified issue or problem and, before long, you will see that you made a difference, you helped to change the world.