Seven Approaches to Change – Part III

In the first two installments of this three-part series, we looked at the behavioral, cognitive, psychodynamic, humanistic, and personality type approaches to change. In this final installment we will discuss the learning and strategic approaches to change.

The learning model of change is especially helpful when employees must acquire new knowledge and skills to implement a change. During most change transitions there is “performance dip.” This dip is largely the result of the learning curve.

Once you attain a high level of competence, you can execute a task without thinking about it (unconsciously). But, of course, you had to go through a transition period before you could perform at that level of competence.

Managing that transition period, when employees are experiencing fear and insecurity, is less stressful if you are aware of the steps in the learning process:

∙ unconscious incompetence
∙ conscious incompetence
∙ conscious competence
∙ unconscious competence

Change leaders need to understand different learning styles and how to accommodate for them. Obviously, managers cannot learn for their employees, but they can facilitate the process.

The strategic approach to change is the subject of my book “Strategic Organizational Change.” My strategic approach does not ignore the other approaches, but subordinates them to the organization’s mission or purpose.

Every organization and individual has (or should have) a purpose or mission. Once that purpose or mission is clear, a strategic plan to accomplish it needs to be developed.

It’s the strategic plan that determines which changes are relevant, and how multiple changes should be prioritized. Randomly changing things is enormously destructive; changes must be strategically relevant.

As I discuss in my book, any change (structural, cultural, or process) must be aligned with the strategic plan. Change requires resources (time, energy, and money). The expenditure of scarce resources should not occur unless it contributes to the purpose or mission of the organization.

During this three-part series we looked at seven different approaches to change. Each approach has advantages based upon its unique perspective. I encourage you to consider each perspective in all of your own organizational change challenges.

To learn more about strategies and tools for effective change read my book, Strategic Organizational Change (Second Edition), available at www.amazon.com or on my website www.mikebeitler.com. Please feel free to send me your questions, comments, and suggestions.