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25

The structures and tensions required to create change

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The need for change in how we think, behave and relate as organisations and individuals has never been greater. There is a great need for leaders who are capable of leading organisational change. The results to date have been dismal, research from Harvard Business Review indicates that as much as 70% of all organisational change programmes fail. The subject of change is vast and complex and I don’t claim to have all the answers, however I do feel that the following models provide useful insights, guiding how we should approacha and think about change.

The Paradigm Shift Model

Whilst reading “Whole-Scale Change: Unleashing the Magic in Organizations” I found this powerful formula that the authors call “The Paradigm Shift Model”. The model is based upon the work of Richard Beckhard, the formula describes what is required to bring about change in an organisation or in individuals. The formula is described as follows:

Each person in the organisation as a whole need to share a common “database” of dissatisfaction (D) with things as they are now. This requires that the organisation to do what Jack Welsh suggests, to “face reality as it is, not as it was or as you wish it were.” This is a very difficult task for most leaders. People also need a common vision (V) of what organisations needs to be in the future, and the people need agreement of what the significant organisational wide first steps (F) are that will move them in the required direction. If you look at the formula if any of the three elements D, V or F is zero, the drive for change will not be sufficient to overcome the resistance (R) to the change. This formula reminded me of the work of Robert Fritz who describes the necessary structures and tensions required to propel an organisation or individual towards change discussed in his book “Path of Least Resistance: Learning to Become the Creative Force in Your Own Life”

Structure Determines Behaviour

Organisational and individual change needs to be supported by the appropriate structure, Robert Fritz in his book “Path of Least Resistance: Learning to Become the Creative Force in Your Own Life” describes the importance structure:

“Once structure exists energy moves through that structure by the path of lease resistance. In other words, energy moves where it is easiest for it to go. The structure of anything refers to its fundamental parts and how those individual elements function in relation to each other and in relation to the whole….. Every structure contains within it the inclination towards movement, that is, a tendency to change from one state into another state…. Structure determines behaviour. The way anything is structured determines the behaviour within in that structure.”

This understanding of the importance of structure leads to the following insights:

  • We go through life taking the path of least resistance.
  • The underlying structure of your life determines the path of least resistance.
  • You can change the fundamental underlying structure of your life.
  • Some structures are more useful than others in leading to desired results.

We can recognise the structures at play in our organisations and lives then change them so that we create what we really want to create.

Structural Tensions

If we want to create change it’s necessary to have a structure that creates a path of least resistance by creating the necessary structural tension that moves the organisation or individual towards resolution. When creating a structure for change it requires two key components:

  1. A clear view of current reality you now have.
  2. A vision of the results you want to create.

As illustrated above, the discrepancy between what you now have and the results you want to create in the future creates a structural tension that seeks resolution. In creating the tension it’s necessary to hold the vision and not lower your standards and face reality as it is, any biased view of reality makes the tension difficult to form or maintain.

I think that these models are powerful tools for guiding how we create change in organisations and our lives. What are the structures and tensions in your life? Are they producing the positive results? Do you have a clear view of your current reality? Do you have a clear vision? Perhaps these are the reasons we’re not creating the results we seek in our organsations and our lives….?

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3 Responses to “The structures and tensions required to create change”

  1. Eric Blue on September 26th, 2006 3:03

    George,

    I enjoyed this post. I spent some time a few weeks ago looking at various models, and different ways to look at personal growth and change. I absolutely agree that this topic is vast and complex.

    Until your post I wasn’t aware of the paradigm shift model, or Robert Fritz’ book. I plan on checking them out. If you’re interested, here was my post on the topic of change:

    http://eric-blue.com/blog/2006/09/the_ebb_and_flow_of_goals_and.html

  2. Coaching » Blog Archive » Så lyckas man med förändringar on September 29th, 2006 18:13

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