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The Festive Season & Organisational Change

The Festive Season provides amongst many other opportunities, time for celebration & resolution.

Effective organizational change can be facilitated by using these opportunities: celebration & resolution.

Celebration: appropriate quick wins and milestone successes

Resolution:  more of the “good” habits, less/none of the “bad” habits


Often, due to the pressure to deliver and/or the culture of the organisation, the opportunity to celebrate is missed. This is a missed opportunity as it’s generally accepted that most people, most of the time respond positively with being associated with success.

It’s also very important that the celebration of success is the celebration of a real success.

It’s ok to celebrate “quick wins” provided they are real “quick wins” and not the invention of the C-Suite or Programme Manager.

On the theme of celebrating success, opportunities are sometimes lost because “we’re too busy”.  The Change Team members should actively be looking to say “thanks, well done” as often as possible based on delivery and/or behaviour.

As a little test: when was the last time you said “well done, thanks” to a colleague or team?

Also – why is it there’s always time to say what’s wrong rather than time to say thanks?

Something to note: if you’re saying what’s wrong more than you’re saying what’s going well it’s time for a rethink on how the overall change is being delivered.

RESOLUTION: good habits, bad habits

  • How many times have you heard the phrase…” we must learn lessons…” or something similar?
  • How many times during the change programme lifecycle are lessons learned and applied?
  • How many change programmes or projects start with Front-end Loading containing Lessons Learned from previous programmes and projects from inside and outside the organisation?
  • The real “killer” observation “ that will never happen on this programme/project” (without changing anything in the delivery context)

A key area to think about:

“Culture eats strategy for breakfast”, attributed to Peter Drucker.

Before starting a Change Programme, how much work goes into defining, creating and how to sustain the required change culture by everyone affected by the change and how to celebrate.

Most of us try to have positive New Year Resolutions around starting/doing more & stopping/doing less. Often these Resolutions don’t last until the end of January.

Does this start to sound similar to the good intentions regarding Lessons Learned as part of an Organisational Change Management process?

Thinking about “good/bad” organisational habits and creating & maintaining a culture supporting “good” organisational change habits, how would you rate your organisation/change team regarding having “good” habits?

An effective tool for helping with “good/bad” was created by Kurt Lewin in 1951 (note the date, good stuff has been around a long time and is as current today as it was when first launched by Lewin).

The tool is called Force Field Analysis, providing a simple approach in identifying “good/bad” factors and their consequent do more/do less actions.

In closing for 2016, hopefully you’ve had a successful Organisational

Change year and 2017 is set fair for change success.

Enjoy your Festive Break, back in 2017.

Posted in Change Management, Qualifications.

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