Change Must Be Integrated
In the training business, one of the things we try to do is manage complex content. That is, we create models and categories, etc. to organize concepts and information so that it can be learned. Part of learning is taking a new thing (skill, concept, fact, etc.) and figuring out what it is and what it means to you. Then, you have to “file” it where it belongs. If it changes or supersedes something that is already there, you have to resolve that conflict.
For example, if the government changes a law that affects hiring decisions, I have to understand what that law means to my organization. (Does it apply to the types of employees we have? When does it go into effect? What are the consequences of non-compliance?) Then, we have to decide what processes and practices need to change in order to be compliant. The same is true of a new concept. If “everything is a process” I have to decide if I agree. (Is there anything I can think of that isn’t a process?) Then I have to figure out what it means. (What do I do differently now? What do I stop doing?)
When there are lots of concepts, facts, new tools and skills, it gets complicated. We shouldn’t just “tack on” the new thing–we should take just a little more time to figure out how to really integrate it because in the long run, that will create less confusion than just adding it and expecting every employee to figure out where it goes. Too often though, companies spend all the time talking about what the changes should be and “fussing” details, and not anywhere near enough time actually figuring out what the changes really mean and how to integrate them into work processes, tools, training, policy.
This all means that change can’t always go as fast as we might like. But, it also means change can be much less chaotic. Probably the reason companies don’t do a better job of integrating new things is that they don’t have a structured process for doing so. Without a process, problems or open issues just keep popping up. Then they take over the discussion and they get written down…but without a good place to put them they can’t be comfortably deferred to the appropriate point in the process where they will be addressed.
We have used our analysis and design process for planning change integration–that process defines what people need to do and what capabilities and resources are needed to do it. It captures the raw data and requirements needed to design a new/changed organization, work processes, tools, and policies (i.e., an entire work system) in a way that address the details without getting bogged down in them.
And, the data can be used going forward to identify where new changes fit and how they should be integrated. These are tools that companies need and, in many cases, they could get much more ongoing benefit from them.
Filed under: Pete's Blog
