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?

The trouble is that organizational change only happens when there is a change in behaviors.  If you want to influence change, you have to figure out what you want people to do, so you can figure out how to get them to do it.

The vision does not tell people what to do; it tells them where they are going.  If you tell a group of people in New York that their destination is San Francisco in three months, left to their own devices they will decide for themselves if they want to fly, drive, bike, walk, or somehow swim.

Of course, you also cannot figure out every task of every person every day that is required to reach the vision.  Not only is it an impossible task, but it would surely end in revolt.

The happy medium that will attain results is to determine the key behaviors of certain individuals.  For example, in Case Study:  A Roundabout Path to Increasing Employee Suggestions, it was assumed at first that the key behavior was to get people to turn ideas into the suggestion box.  It turned out that the key behavior that increased suggestions was to have the managers ask for them.

Once you know the key behaviors that will elicit change in your organization, you can work with those individuals and groups to ensure that they happen (through accountability, incentives, communication, etc.).  Use the vision to give people a sense of direction and purpose, but don’t rely on it to align important consistent behaviors.

What are the key behaviors that will drive change in your 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.

• Multi-directional trust (leadership, employees, peers)
• Transparency and feedback
• Ample, clear, compelling, consistent communication
• High-performing teams
• Data-based decisions
• Accountability to results
• Clarity of vision
• Congruence of personal work with organizational goals
• Alignment between business units and departments
• Breakdown of silos, turf wars, and self-protection
• Atmosphere of mutual respect
• Employee engagement
• The idea of a “well-oiled machine”, efficient standardized processes
• Effective, value-added meetings

I would love to hear what else you might add to this list, and if any of these would actually decrease your success.  Please share using the comments.

Looking through past posts and articles, I realize I generally focus on the How of change, whether it’s methodologies, or what to think about, or how you can build up your own capacity to bring about change.  These are all important things, considering what a formidable task change can be, but they are the means, not the ends.

I don’t want to lose sight of the fact that there is a reason for change, which generally is to bring about a better future.  It’s the Why of change, the hope of eventual improvement, that drives you to continue and gives you the energy to take on the challenges and resistance.  It’s the Why of change that tells you which obstacles must be overcome.  It’s the Why of change that compels others to help you get it done.

So, when you feel like you’re banging your head against the wall, stop and reground yourself in the reason you’ve taken on the challenge in the first place.  Clarify the purpose, reaffirm your hope, and adjust the path to get there if necessary.

What is your Why?

According to Ramsey, the Five Enemies of Unity are:

1. Poor communication
2. Gossip
3. Unresolved disagreements
4. Lack of a shared purpose
5. Sanctioned incompetence

The concept of unity strikes me as more than teamwork.  It’s about being a cohesive group with shared objectives and mutual respect.  Unity is something to strive for as the foundation for organizational change.  Can you imagine the laser focus your organization could have if these five items were eliminated?

Inquiry:  What are the enemies of unity in your organization?

I would love to hear your thoughts.  Please add a comment to this post.

1. Know your organization.
Like any uphill battle, it is important to know what you are up against. Understanding what organizational factors make up the status quo helps develop plans for overcoming resistance. However, there is more to know about the organization as it relates to a change initiative than treating it as an enemy that needs to be conquered.

A solid change initiative requires knowing which organizational traits will be kept during the transformation and which should be left behind. These items may be cultural (e.g. openness of communication or corporate values), or operational (e.g. a specific process). While some strengths and weaknesses may be obvious, others may need to be determined through employee surveys.

Another way to know your organization requires a historical view: documenting previous change initiatives and what led to the success – or failure – of each. Learning from past transformation efforts helps you avoid known potholes and build on past successes. Ignoring information that is right in front of you can derail your transformation.

2. Define the future.
Every change initiative needs a clear, well-articulated vision of the desired state, whether it is a specific outcome goal (“We will be #1 provider of widgets in 5 years.”) or an organizational goal (“By 2010 we will have the best team in the industry.”) The description of the future target defines the scope of the transformation and sets the timetable.

Besides being a clear picture of the future, a good vision has the following three traits: It is inspiring (people want to go there), it is compelling (people need to go there) and it is realistic (people can go there). Each individual affected by the change is motivated by different facets of your vision.

3. Obtain leadership commitment.
It goes without saying that leadership buy-in to the change effort is necessary for success. Unfortunately, it takes more than just understanding the transformation and giving it lip service. Complete commitment from the leadership team is imperative and requires that leaders have an understanding of the personal behaviors they will need to modify to make the change happen. Does he need to shore up his integrity? Will she start staying within guidelines? Do they need to start collaborating instead of competing?

During a time when employees are looking for the loopholes and making sure the leadership team is serious about the change initiative, complete solidarity outside the conference room is necessary. Confiding doubts or providing negative commentary to employees who are not on the implementation team is one sure way for leaders to stop the change effort short.

4. Ensure accountability.
Without a method for holding individuals accountable to implementing the change initiative, managers and employees will not be motivated to implement the plan. Accountability means that following the guidelines is reinforced through both positive incentives (rewards, promotions) and negative outcomes (disappointment, loss of status). Even employees who are internally motivated to take part in the change effort or modify their behavior will lose interest if others are not held in check.

The surest way to start with accountability is at the leadership team level. Once the leadership team is practiced in holding each other accountable for the change effort, the same policies and behaviors will be mirrored in the organization.

5. Provide resources.
Like any project, how fast change happens depends on the amount of time spent on it. Likewise, the quality of the change relies on the quality of time devoted to the effort. If the initiative is considered to be in addition to their “day job,” employees will not give it the attention it deserves.

One of the invisible means for communicating leadership commitment to a change initiative is the amount of time they spend talking about it. Also important is the amount of time they expect their employees to devote to the initiative.

While time is the scarcest resource, change initiatives need funding. Set aside a budget for the transformation to ensure it isn’t squeezed out of the operating budget. Show commitment by allocating resources and expectations.

6. Plan communication.
The number of messages employees receive are astronomical and many times conflicting or incorrect. Be deliberate in the messages you send about the change initiative to maximize the impact. Realize that different roles require different messages. Identify your intended target audiences and determine what they need to hear and how often they should hear it. The medium also plays a role in the effectiveness of communication. Consider the difference between a poster, an e-mail, and a personalized printed letter. All types of media have a place in communication with different levels of impact and influence.

7. Involve employees.
While being a change agent can seem like a lonely place, there are many people in the organization who believe in the changes you are leading. Including them in your effort will add eyes and ears and much-needed hearts to your initiative.

There are a number of ways to involve employees. First, enlist their help in understanding the organization through employee surveys. Next, during the change initiative, provide multiple means for employee feedback as part of the communication plan. The technology available today makes interactive communication easy and affordable. The important thing to remember is that once you ask for feedback, you must listen to it and act upon it in order for you to continue receiving it.

8. Use a change methodology.
An organization is a complex system of individuals that have different personalities, styles and motivations. Use a change management or organization development methodology to organize your thoughts, plans and initiatives.

Having a framework will provide a means for categorizing your activities and will focus your attention. Without a methodology, it is easy to become the victim of scope creep. Using a tested framework will also allow for collecting benchmarking information or for seeking out the help of other organizations who have followed the same path.

There are over 50,000 change management books that appear in the search results at Amazon.com. A good place to start is #1 on the list, Leading Change by John Kotter, which provides a basic but universal process for transformation. Which methodology you use will depend on the change you want to make, your organization, and your personal preference. While there is no silver bullet, choosing any methodology to better organize around is better than none.

Regardless of the type of change, there are some common ingredients for success. While each organizational system is unique, implementing the eight fundamentals will provide a solid foundation for your transformation effort.

If you enjoyed this article, you may also like:

• Avoid Scattershot Change:  Plan Communication
• How to Get Beyond Leadership Buy-in
• Lack of a Definition Renders Accountability Meaningless