When Context Transcends Change Management

2 thoughts on “When Context Transcends Change Management”

  1. Luis, change is a constant flow of life. Change management started with large tech implementations like ERP and has stayed stuck in the 20th century.

    In the 21st century, the notion that change only comes from the top, for example, is antiquated. Leaders in the 21st century know how to convene the right people at the right time to focus on the key opportunities. We need to rewire organizations based on purpose and then infuse the structure and technology to enable human-to-human purposeful experiences. So much is possible when we recognize the shifts that are taking place and riding the wave instead of trying to manage it. It’s crazy that we still have adults managing adults when the opportunity is to manage projects and bring people together to meet the needs of the business.

    1. Hi Ayelet, many thanks for that wonderful contribution to this blog post! Way too cool and very much appreciated! I really like your point about wanting to rehumanise the workplace, once again, through an opportunity to lead with a purpose, which is something completely different from how vast majority of the 20th century run. And that lead with a purpose based on improving the overall employee experience is a killer, it’s exactly the kind of transformation we surely need, but one perhaps a bit tough to realise for a couple of good reasons:

      1) Management not wanting to let go of their managing capabilities and, instead, lead accordingly. It’s rather tough to let go of the current status quo, never mind challenge it, so the effort in this regard is humongous, but ever so worth it, as we have seen how little it’s worked all along for most organisations with the current % of disengaged employees.

      2) Employees themselves not wanting to take the initiative to lead these efforts, because they don’t feel it’s something they themselves need to do. There are still plenty of people out there who want others to make their decisions, tell them what to do, and what not to do, taking very little, if none!, responsibility and accountability, which, in a way, is doing a bit of a disservice to themselves, because unless they work hard on changing the conditions themselves, very little will be able to change for that matter.

      And, to me, that’s where the real magic of change comes into place for the 21st century. In acknowledging it’s not just management that needs to shift, but also the employee workforce themselves, because if the latter don’t have the conditions to change, I very much doubt the former would want to on their own. That’s why traditional change management is pretty much done as far as I am concerned, more than anything else, because it never looked into improving the overall employee experience, as the main focus. And that’s where we need to pick things up from and keep pushing, gently, for that final transformation to take place.

      That’s where your ‘enable human-to-human purposeful experiences’ comes into place and I’m really glad you have added that tidbit into the conversation, because in most cases it’s often overlooked, or ignored, and it shouldn’t be. That’s where the game is at!

      Thanks a lot, once again, Ayelet, for the wonderful commentary! Hope to catch up soon!

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