It’s a great model and anyone who would like to compel people to break away from the current state of things. Here are the key parts of the document:

Connection to values

“We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.”

Acknowledgment that the status quo is easier

“Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shewn that mankind are more disposed to suffer, while evils are sufferable than to right themselves by abolishing the forms to which they are accustomed.”

Reasons why the current state can’t be tolerated any further

“But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.”

The bulk of the document lists a number of egregious offenses by the King, that anyone who valued freedom would find appalling.

Recognition that what we’re doing isn’t working

“In every stage of these Oppressions We have Petitioned for Redress in the most humble terms: Our repeated Petitions have been answered only by repeated injury.”

Clear vision of the future

“We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these united Colonies are, and of Right ought to be Free and Independent States, that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved; and that as Free and Independent States, they have full Power to levy War, conclude Peace, contract Alliances, establish Commerce, and to do all other Acts and Things which Independent States may of right do.”

Statement of leadership resolve

“And for the support of this Declaration, with a firm reliance on the protection of Divine Providence, we mutually pledge to each other our Lives, our Fortunes, and our sacred Honor.”

If your organization wrote a Declaration of Independence from the present, what would it say?

A former boss used to tell new employees, “Take notes about everything you think is messed up now.  In 6 months, you’ll be part of the problem.”  When a new employee first enters a new environment, he sees things as an outsider.  The behaviors and processes that are different or troublesome are more noticeable.  As he starts to modify his own behaviors to fit the culture and learns how to operate within the existing processes, the tension and attention is reduced.  This assimilation is what helps him to be successful as an employee of that organization.

One of the key challenges of being an internal change agent is that the same forces that are acting on everyone else in the organization are also acting on you.  The more you get used to the way things are, the less you can see how it can be different.  As you go about implementing change in this fuzzier-yet-comfortable state, the realm of possibilities – in both problems and solutions – shrinks.

These blind spots happen all the time.  Teams remain ineffective since members have learned to work together without addressing core trust issues.  Elephants stay invisible because employees who point them out are essentially shushed.  Managers continue poor behaviors when people shrug and say, “That’s just Steve.”  Employees, even those who are responsible for making the organization better, learn to turn their attention away from things that seem especially out of their control.

The following are three ways to illuminate assimilation blind spots:

Follow the frustration. Blind spots often appear in stories of banging your head against the wall.  When you feel like you are butting up against something immovable, look to see where you may have taken certain aspects of the organization – processes, people, or culture – for granted.  Follow your frustration to its root and you may find something you have come to believe is “just the way it is.”

Learn and observe. The more you remind yourself of what can be, the more dissonance you will have with the current state within your organization.  Read books, attend training, and network so you can see how other organizations do things.  Observe your organization through the lens of what you learn to increase your awareness.

Find an objective point of view. Things always look different from outside.  Talk to someone who can shine a light on your assumptions and help you see your own blind spots.  Go even further and partner with someone who will help you decide which assumptions to challenge and work with you to figure out how.

When you are an internal change agent, one danger is that you don’t know what you used to know. Proper action in support of your change initiative is dependent on your search for possible problems and solutions.  Keep your eye out for blind spots that have been created over time by the cultural forces exerted on you by the organization.

I started to wonder what it would take to make a car like that road-ready based on today’s standards.  How much of the car was original, and how much was reconstructed using today’s technology and materials?  Had there been any upgrades to the engine or exhaust, and did it have any hidden but modern features such as air conditioning or a CD player?  Did it even have seat belts or any other more modern safety features?

When building an existing organization for the future, we can ask ourselves similar questions.

• What features of the improved organization should be recognizable as the same organization?
• Which aspects do we need to retain to stay true to our purpose and values?
• What parts can we rebuild with new technology and new ideas?
• How do we remain flexible with an eye toward the future?
• What should be overhauled, replaced or augmented based on what we now know works?
• What is required based on new or foreseen standards?
• Do you need to do maintenance, or restoration?

The 76-year-old car I saw was well-kept and shiny.  When the owner arrived, it started right up and he drove away.

How might you make your organization road-ready for the future?

Here’s another exercise, because metaphors are incredibly useful for thinking about your organization (or anything else) in new ways, and discovering ideas and insights that might otherwise be left undiscovered.

Take a look at the picture of the antique car and ascribe parts of the car to features of your organization, department, process, etc.  Then use that association to consider the questions above.  Take the headlamps as an example:

What do the headlamps represent?  Our strategic planning process.

What is required based on new or foreseen standards?  The lights need to be brighter than before.  So we can see the road clearly, plus what is not on the road but headed straight for us.

What parts can we rebuild with new technology and new ideas?  The amount of information available to us is increasing.  We need a better way to process it all and make sense of it.

You get the idea.

The game-change concept implies that what was once inevitable – that one team would win – suddenly was not.  When the score keeps going back and forth, the last one to score wins.  The game changing performance happens when the odds are against the current underdog, but because something special happens, the odds are overcome.  It’s the moment when those who still had hope rejoice and those who had turned off the television because of the expected outcome awake the next morning in dismay that they had missed the turn of events.

With organizational change, the game changing performance might be more subtle; however the concept is the same.  While it seems that the status quo might be the inevitable outcome, suddenly one activity, initiative or event happens that tilts the scales toward the new direction.  Perhaps that event is a meeting, or a conversation.  Maybe a communication campaign hits the mark, or a key project is completed with expected results.  It could be that an external event occurs that spikes the organization’s urgency level.

Like in football, you can frequently name these events ahead of time.  Sometimes you need a miracle touchdown, so you pull out a play from the playbook that might end with that outcome.  Other times you can only hope for a chance interception returned for a goal.

Inquiry:  What might be your game changing performance?

Northwestern lost in overtime, 30 to 23.  That miracle pass was intercepted.  Better luck next year!

Enter the penny. Mythical for sure, it is thought that a single 2.5 gram penny, when placed strategically on the tracks, can derail a freight train. Just a small blip in the track and the train is launched off its otherwise inevitable path.

Inquiry:  What is your penny?

Now you might be thinking that the end result of the above scenario is either a squished penny or a mangled mess of flaming steel.  If so, instead of seeing the penny as a catalyst of change, you see it as a precursor of destruction.

Inquiry:  What lies at the end of the tracks?