Volume 1 Edition 8: Ding Dong Change Management is Dead

?Recently I have heard of two reactions which led to the title of this week’s installment on the Travels along the TLS Continuum. The first was a local college which made the decision to drop the six-sigma black belt training under the guise that no one is interested anymore. The second was the comment from a webinar platform which said that change management, six-sigma and leadership topics don’t sell to the market today.

The playwright William Shakespeare in Romeo and Juliet, tells us that a rose by any other name would smell as sweet. What we call it is just a label. The same goes for change management, leadership and six-sigma.

?The natural ecosystem

?I graduated from college with the intention to become an environmental educator. I worked at two institutions for emotional disabled children teaching them about the environment. I could walk down a trail like the one in the picture to the left and no two days were alike. The spider that darned the massive web overnight, the plant that sprung forth that beautiful flower which was not there yesterday. The animal who suffered some kind of trauma and was now laying along the side of the trail. Mother nature provided us with new scenarios daily.

?The business ecosystem

?Change places and move indoors. I am still the interpretive naturalist, however changed to the human capital management scientist. I now question everything. As Shakespeare stated rose by any other name could smell as sweet. I still walk the trail everyday, but the rose has new names.

?Agile Management

IT brought about change by moving from a state of reactive state to proactive stater. They needed a methodology for dealing with the world of volatility, chaos, uncertainty and ambiguity. In 2001 they introduced the Agile Manifesto. It was a system based on human involvement to change. The key was increased ability to adapt to the changes in the business world.

It focused the ecosystem on individuals and interactions over processes and tools. It further was more interested in collaboration over negotiations of some contract. The bottom line here was that we became more interested in responding to change rather than following a plan. Change management 101.

?High Performance Teams

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Organizations moved to the inclusion of high-performance work teams deal with change management. They were highlighted by strong leadership, communication, collaboration, diversity of ideas and inclusion, accountability in response to change, responsibility for responding to change and continuous learning and improvement through proactive change management. The bottom line was that we were looking for an approach that generated results.

?Improvement Kata

?Mike Rother from his studies of the Toyota Production System moved change management to he improvement kata.? The central part of the kata was Mike Rothers grey zone pictured here. It begins with an assessment of the current state of the system and what our goal is. In between we deal with change through the use of target conditions or challenges. These are unknown conditions presented by the gap between where we are and where we are going. It is a true response to the change going on in he business ecosystem.

?TLS Continuum

?The TLS Continuum focuses on change management by concentrating on the system roadblocks. What is occurring in the ecosystem that is causing delays in our delivery of products and services. The Continuum looks at the totality of the chain of the process by structuring the process around the flow of the process. Much like the natural ecosystem it looks at all the integral parts of the system and determines what the changes mean to the total view of the organization.

?So, when I hear that change management does not sell or that it is no longer important what I am hearing is that the person relaying the sentiment is forgetting the words of the Bard of Avon. For change by any other name would still smell as sweet. Our business ecosystem cannot survive without change and we must learn and understand how to deal with it. We may no longer call it change management, but we still are managing the change. Just as mother nature manages the changes in the natural ecosystem, we need to manage the changes in the business ecosystem. Call it what you may, it is still change management.

?Ding, Dong Change Management is not dead it is just been renamed.

?Need assistance with your own journey down the TLS Continuum? Drop an email to [email protected] or book a time at https://outlook.office365.com/owa/calendar/TRavelingalongtheTLSContinuum@ NETORG5223078.onmicrosoft.com/bookings/ and request a half hour free Microsoft Teams session with us to discuss your situation and how we may be able to help.

?About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can? start along the same path as we present live our ?six week Road to Operational Excellence - The Human Capital Edition Yellow Belt Certification course..

For more information visit https://dbaiconsulting.com/tls-continnuum-master-seminars

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