I’m working through a lot of change at the moment. Interestingly it’s more about corporate change than personal change (i.e. myself), but as I’m planning for and leading the change at Madgex it’s actually nearly all about people change.
It’s a fairly straightforward observation that the change will happen through people. That without their buy-in, change remains locked in managers words and in documents and project plans.
I have considered change in a number of posts, and over the last few weeks have been digging around for as much management theory as I can. A few things have struck me:
- I could be looking in the wrong place, but the theory content seems to be quite thin when I had expected depth. Particularly when you consider my earlier point about the centrality of change happening through people. I obviously haven’t been looking in the right places for the psychological and motivational theory linkages which should be at the heart of all the planning
- A very good, positive focus on talking: both in terms of gathering feedback and aligning expectations. Indeed, the balance between the leadership role of inspiring and aligning people behind a motivating vision of the future and the management of the operational and functional ‘realities’ is fascinating
- A balance is starting to appear. A balance between trying to plan for change, and relaxing into change.