Making Change Work: A Strengths-Based Approach
More than a few things have recently changed, and experts can agree that the world and workplace will remain turbulent into the future. We all likely need to make some changes now or will soon. Like rapids in a river, change is a natural and healthy part of growing your business. As the world changes, leaders and companies must change too. No CEO brags about the status quo. But, change imposed is often opposed. Making change work in a way that brings out the best in your organization is a leadership skill that is more important now than ever. Here is a simple four-step positive, strength-based framework to leading change that can breathe new life into your team.
70% of all organizational change initiatives fail. Really?
A widely held perception is that most workplace changes fail. McKinsey and Company surveyed over 1,500 executives on their perceptions of change. They concluded that most changes fail because only a third of the executives in the study indicated that changes were entirely or, for the most part, successful.
No matter your perception of change, the reality of a fast-moving economy and complex business environment makes the "change problem" increasingly difficult to execute well. Change is complex, whether broad or incremental.
Like running a successful race, the work begins well before the first steps of the race and before the visible aspects of a change take place. In his book Leading Change, Kotter suggested that these initial steps are required to set the stage and loosen up the system. If organizations move too quickly or out of order, they get into trouble, leading to faulty decisions and wasted efforts.
A positive strengths-based approach to change
Too often, change processes begin with what is wrong. While it is imperative to fix problems, if you never spend time talking with others about what is possible, you miss the opportunity to engage in inspiring work that connects to purpose.
A constant focus on what is wrong not only diverts attention from the best of what can be, but it's draining. Consider a scenario where one employee always asks what is wrong and complains about needed fixes. Another asks about the best of what is possible. Both conversations can lead to improvements, but focusing on what is wrong misses capturing the potential of what is possible.
What if the leader reframes a need for change?
From a negative to a positive?
Instead of reducing employee turnover, to retaining your best employees
Instead of improving customer satisfaction, to creating loyal brand advocates
Instead of improving quality, to delivering exceptional customer experiences
From problem to opportunity?
Instead of addressing a declining market share, to identifying new growth opportunities and expanding into new markets
Instead of resolving conflicts within the team, to building a cohesive and high-performing team culture
Instead of overcoming a skills gap, to investing in employee development and upskilling
From a challenge to a transformation?
Instead of dealing with a leadership crisis, to embarking on a journey of organizational transformation
Instead of facing a major setback, to learning from the experience and emerging stronger
Instead of dealing with resistance to change, to engaging employees in the change process and building buy-in
Appreciative Inquiry is an approach to change management that fosters positive transformation. It can be used in one-to-one coaching sessions, with teams to create strategic plans, or in companywide large-scale change initiatives.
The fundamental assumptions of the Appreciate Inquiry process are that:
People are more confident to make changes building on the best of the past
Individuals, teams, and organizations move in the direction discussed
In every person, team, or organization, something is good and works
Questions create influence
Words shape worlds
Like other change management processes, this process starts with identifying the right team of core stakeholders to identify the focal point.
The Appreciative Inquiry change management approach is a four "D" change management process. Use this link to download a one-page overview of Appreciative Inquiry.
Appreciative Inquiry Step #1: Discovery
Once the focal point for the change initiative is identified, it begins with finding the best of what is already within the business. Traditional change management processes often begin by asking people to think about and discuss gaps and weaknesses. While this approach has been used successfully, it is not without risks. Asking what is wrong can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change.
One of my favorite appreciative questions to use at this step is:
What would you wish for if you had three wishes to improve your organization's health and vitality dramatically? (and no, you cannot wish for more wishes)
Appreciative Inquiry Step #2: Dream
After interviews are conducted, and the feedback is analyzed from the discovery step, the team phrases the vision and images of the dream into aspiration statements. The dream (or vision) step is about collaborating on the best of what can be. The outcomes from the discovery step are shared, and members of the change team co-create aspirational statements about the ideal future.
Note: Some organizations dislike the idea of dreaming. In these organizations, I will substitute the word vision, which conveys a similar meaning and keeps people from getting hung up on the word.
Appreciative Inquiry Step #3: Design
The design step is about establishing creative strategies to move from what is to what can be. Actionable organizational design elements are identified, critical internal ad external relationships are identified, and action-oriented design statements are created.
Design statement example: Our customers expect and deserve timely service and expertise. Our organization has a state-of-the-art, world-recognized knowledge management and customer care system to support our capability to make on-the-spot, informed decisions necessary to meet all of our customers' individual needs.
Appreciative Inquiry Step #4: Destiny
The Destiny Phase is the final stage in Appreciative Inquiry, where the organization takes action to implement the vision and goals created in the previous phases. It's a time of execution, celebration, and ongoing learning.
In this phase, organizations review their goals and action steps to ensure they remain aligned with the vision and values. They then execute the strategies and initiatives developed in the Design phase with a focus on excellence and continuous improvement.
The Destiny Phase emphasizes adaptability and flexibility. Organizations should be open to revising strategies and plans as circumstances change or new opportunities arise. This phase aims to establish an appreciative culture that supports the ongoing implementation of the vision.
The Destiny Phase is not merely the end of the Appreciative Inquiry process; it is the beginning of a new era for the organization, characterized by a positive and appreciative culture that drives continuous improvement and innovation.
How is Appreciative Inquiry different from other popular change management approaches?
Traditional organizational transformation or problem-solving techniques often ask people to consider and discuss gaps, weaknesses, and problems in the current system or organization. While these approaches have been used successfully in many settings, they are not without risks.
Problem-solving techniques can put people on the defensive, create resistance and a lack of buy-in, and sometimes hinder rather than encourage change. In contrast, AI focuses on the positive and builds on strengths to shape the future. Like other organizational transformation approaches, AI begins by framing the issue(s) and collecting data.
However, unlike most other methods, AI provides a mechanism for framing problems and collecting data in an appreciative rather than a critical manner. While it is helpful to learn from mistakes, it is equally beneficial to learn from and carry forward victories and best practices.
References:
Cooperrider, D. & Whitney, D. (1999). Appreciative inquiry: Collaborating for change. Berrett-Kohler Publishing.
Rosenzweig, J. & Van Tiem, D. (2007) An appreciative view of human performance technology. Performance Improvement.
Tasler, N. (2017). Stop using the excuse “organizational change is hard”. Harvard Business Review.
