My Story

Over the years I’ve observed increasing levels of change in organisations and the pressure this places on individuals.

Year after year, engagement and culture surveys highlight how poorly organisations manage change. And more worrying has been the repeated feedback about the stress this places on people, and their calls to reduce the number of changes being introduced.

Change has become ubiquitous to the degree that we now have a new organisational form. What we knew and referred to as business as usual or BAU, has now transformed into an environment of what I refer to as change as usual or CAU.

BAU has become CAU.

There is an unending stream of new initiatives and projects that not only overwhelm people, it results in large investments not realising intended outcomes, to the extent of reported cases where failed change initiatives have resulted in the demise of some companies.

My concern is for individuals working in organisations – for their wellbeing, and for the organisation – its wellbeing, particularly as an ongoing concern.

My quest is to continue to develop new ways of dealing with this new organisational landscape of Dynamic Change.

What is Dynamic Change?

I see Dynamic Change as the next evolution of dealing with workplace change.

We’ve evolved from the traditional, structured, template driven process approach for managing change that tends to support traditional waterfall project delivery, to the less formal and less structured Agile methodology that Prosci research found favours speed, client satisfaction, optimisation and flexibility.

While both approaches have their place, I believe that we are now in a new era of change that requires a new approach to dealing with the people-side of change. The often-reported 70 per cent failure rate where change initiatives are failing to achieve intended outcomes is a concern.

I believe we are missing the one critical element of change in organisations – people’s mindsets. While the traditional and Agile approaches to change do focus on behaviour change, I believe we need to focus on Mindsets before Behaviour.

We often touch on mindsets during workplace change, but rarely do we go deep enough to trigger a dynamic or transformational change in people that aligns with the organisation’s desired transformation. We need a new approach for dealing with change to relieve the tensions, address morale and well being, and to make change and organisations more sustainable.

Dynamic Change is where we need to focus – on helping people deal with the complex interactions between their intrapersonal, interpersonal and the institutional constructs in order to learn, adapt and grow.

I believe Mindsets Matter Most!

Workplace change can be a win/win for employees and organisations.

Trish Kemp

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