To successfully achieve a good transition, all levels of the organization must understand the
originating event of change, whatever it may be – a new job, a new boss, a new project, client
problems, product failures and on exponentially times the number of employees – is the
initiator of the eruption, not the triggering current event, such as a workplace move or
introduction of new technology.... The causal event may never be known, but the generated
concerns can be captured and people can be assisted to transition from one state to the next.
This is the point that confuses most people. Even in business, most change has been initiated
long before the pressure is in need of release.
For example, the need to increase revenue drives the addition of a new product line which
requires added or differently skilled personnel, which in turn increases the demand for more
space which results in expansion and a move into new space or a reassignment workspaces.
A chain of pressure build up events that makes its outlet in the move fissure.
Armed with this strategic knowledge, tools like carefully crafted transition facilitation plans and
new strategies which support work and enable the workforce to work in new ways and new
places, will mitigate the pressure build up. This will not solve the individual and organizational
ills. But it will, having recognized and acknowledged that pressure is building up beneath the
surface, enable the creation of outlets to ease and distribute the energy. The intent - that
instead of a quake day, most of the energy will be partially, if not completely, dissipated. Then
triggering releases become non-events at worst, or at best, tools of opportunity in which new,
positive outcomes can be accomplished.
originating event of change, whatever it may be – a new job, a new boss, a new project, client
problems, product failures and on exponentially times the number of employees – is the
initiator of the eruption, not the triggering current event, such as a workplace move or
introduction of new technology.... The causal event may never be known, but the generated
concerns can be captured and people can be assisted to transition from one state to the next.
This is the point that confuses most people. Even in business, most change has been initiated
long before the pressure is in need of release.
For example, the need to increase revenue drives the addition of a new product line which
requires added or differently skilled personnel, which in turn increases the demand for more
space which results in expansion and a move into new space or a reassignment workspaces.
A chain of pressure build up events that makes its outlet in the move fissure.
Armed with this strategic knowledge, tools like carefully crafted transition facilitation plans and
new strategies which support work and enable the workforce to work in new ways and new
places, will mitigate the pressure build up. This will not solve the individual and organizational
ills. But it will, having recognized and acknowledged that pressure is building up beneath the
surface, enable the creation of outlets to ease and distribute the energy. The intent - that
instead of a quake day, most of the energy will be partially, if not completely, dissipated. Then
triggering releases become non-events at worst, or at best, tools of opportunity in which new,
positive outcomes can be accomplished.
Part 3: WorkQuake™ Preparedness
The most successful way to prepare for a Business WorkQuake™ is to:
This last item is not change management, but rather transition facilitation. Creating ways to
release the energy, ease the transitions from the old state to the new one, before it builds into a
damaging rupture.
The most successful way to prepare for a Business WorkQuake™ is to:
- Recognize and acknowledge that this energy is constantly building and an eruption will
occur, sooner or later - Refrain from shooting the messenger, i.e. conveniently placing the blame on the people
creating the outlet point. - Last, and most importantly, create ways to release the pressure build up before
eruption, purposeful little tremors
This last item is not change management, but rather transition facilitation. Creating ways to
release the energy, ease the transitions from the old state to the new one, before it builds into a
damaging rupture.
Business WorkQuakes
Part 1: Transition and Change
Part 2: Business WorkQuakes™
Part 3: WorkQuake™ Preparedness
Part 1: Transition and Change
Part 2: Business WorkQuakes™
Part 3: WorkQuake™ Preparedness
| "Change we choose is entirely more palatable than change that is thrust upon us." - Catherine Adams Lee |
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| TAKING WORKPLACES to a NEW LEVEL |