T-Change Framework
Many businesses engage in reorganization, individuals experience life cycles and career and personal changes. Everything around us changes. From the flowers in our gardens, to the mattress we rest on, to the cycle of life, change is frankly inevitable. Change can be intimidating, but it can also be incredible. Just like the metamorphosis of a caterpillar crawling on the earth into a beautiful butterfly flying in the sky, change can be liberating.
Change is not always easy, but if effectively done, it can be indicative of progress through intentional collaboration to meet evolving needs. Change management requires intentional and strategic actions that include diverse perspectives. It focuses on individual growth as well as collective evolution.
How we process and internalize change is critical to its success. When we authentically accept the inevitability of change, we shift our mindset to be more transformative. Our attitude can produce powerful results that ensure ongoing improvement, innovation, and competitiveness.
Below is the “T-Change Framework” to help individuals and organizations intentionally evolve to be transformative.
T-Change Framework
Truth
Truth is rooted in answering the questions, What & Why? It honestly explains the purpose, goals, and objectives. It details what the changes are and lays a critical foundation for embracing change. It is not always easy for some people to trust change especially if they are directly impacted, but being honest about the purpose of the changes and the possible/potential impacts are important to accepting change. Sharing the truth about change should be in alignment with core beliefs, vision, mission, and values. It should directly address WHY the changes are happening. Expressing the true intentionality behind the change can help enhance transparency and establish trust, thus improving buy-in. Keeping it real at each phase of the change and embracing constructive engagement with a shared vision can help empower staff to be invested in the value of the change.
Transparency
Transparency answers why the changes occurred. It clearly articulates the why by explaining the root cause and detailing the change prelude and process. It communicates the vision for change and values alignment. Truth and transparency go together as they build a strong foundation for understanding and acceptance. If an organization uses an external consultant or firm to help in the change management design and process, it is important to share why the decision was made to choose an external partner and explain your commitment to ensuring they understand the current culture of the organization. The external partner must engage in transparent communications and include people at all levels of the organization in the process of understanding the organization and listening to their feedback and suggestions. This transparency and authentic communication can help build the trust needed to support change. Additionally, transparency aligned with related actions establishes a powerful culture of ethics and integrity.
Transparency also answers the question of, How? It ensures clear, courageous, and consistent communication that builds confidence in the process. A communications plan that outlines the What, Why, and How in multiple ways (video, written, images, meetings, etc.) is important to create the transparency needed to ensure people trust the change process. Transparency also includes expressing the reality of economic, personnel, and cultural impacts to the organization. Checking for understanding, allowing safe space for asking questions, sharing concerns, providing feedback, etc., all help with staff buy-in. Eliminating ambiguity will reduce anxiety related to change and improve support that is necessary for successful change. Transparency demonstrates authenticity, shares the truth, and establishes a foundation for trust.
Trust
Inclusion
Truth and transparency lead to trust. Without trust, change management is very difficult. Trust may also be established with inclusion of various voices at all levels of the organization. Collaboration, voice equity, surveys, and ongoing feedback are some ways to ensure people know they have shared investment in the change management process. When people are included in the change conversation, they feel valued and this sense of respect for their perspectives builds belonging.
Belonging
One of the most powerful things you can do as part of the change management process is to focus on ensuring people know they belong in the organization. When their quality of life is maintained, and their livelihood is not compromised, staff can feel more secure. When they are intentionally brought along throughout every phase of the change, this inclusion helps them feel valued. When they have input there will be better alignment with the mission, vision, and values of the organization, thus helping to create a culture where they may fit in and be unapologetically accepted. People can peacefully embrace change when it is not done to them or at them, but for, with, and by them. Belonging is best achieved when it brings along the people to build what they need to thrive in the organization.
If there is change that may impact someone’s income, they will not feel belonging because they were severed (with or without funds). Therefore, it is critical to be truthful and transparent in order for people to respect the change even if they disagree or are impacted.
Talent
Talent answers the question, Who? As part of the change management process where people are positioned and who is in the position are extremely important to ensuring a successful implementation. Highly qualified talent with a proven track record of success must be chosen to lead the change management process to ensure effective transformational change. The right people must be positioned in spaces and places that best leverage their strengths and provide them with opportunities to be challenged for growth. Change management requires a rigorous process of recruiting, evaluating, hiring, and training talented personnel.
Tools
Tools answer the question, What? Examining existing or new tools may be necessary to ensure efficiencies, effectiveness, and reliability. Sometimes the organizational change involves introducing technology, frameworks, theories, and/or tools that are needed. Tools may be used to help in the process of change (e.g. project management). Change management may require an evaluation of existing tools and new tools to improve processes. The implementation of a new tool must follow the same aforementioned principles of truth, transparency, trust, and talent. Additionally, tools help to evaluate and make the best decisions rooted in objective data. Third party audits tend to be more objective and are highly recommended. The data from the audit can be used for transparent communications and prioritization of work. Audits are crucial tools to use to identify areas for improvement, inform the strategic planning process, create key performance indicators, and measure progress. Using tools to audit, assess, conduct analyses, and view analytics is essential to the change management process.
Transition
Transition must be done with intentionality, integrity, and empathy. Transition answers the question, When? It addresses the timing of the changes and the approach (all at once, phased approach, etc.). It also answers, Where? It helps people to understand where the transition will take place, for example, if your organization is relocating to a new location. Transitions are important because whether they are physical and/or mental, how and when they are done is important for a smooth process. Who transitions from or into the role is also important because having the right person in the role will determine organizational goal attainment and success.
Training
Training answers the question, How. It helps to connect the communication of the change to the actualization of how to effectively execute the change. Training staff allows for more clarity, and it enhances skills needed to consciously internalize empowerment. It can include presentations, online courses, interactive informational sessions, peer support, coaches, consultants, and action-based learning. If an organization is rolling out a new policy, implementing a training plan can help staff understand how they can appropriately follow the policy. The plan can include the timeline for the training, who will conduct and receive the training, and how it will be delivered. To ensure successful integration of policies and procedures organizations must engage its stakeholders at every level and throughout the process. Effective and realistic training that does not overwhelm staff and accommodates their work schedule can facilitate engagement and buy-in. Additionally, connecting the training to the intended outcomes of the policy will help staff internalize their impact, enhance their interest in the training, and support the transformation of the organization.
Trans-functional
Trans-function further answers the question, How? It is an effective way to train and develop to help transform the organization. Many people are aware of cross-functional; however, trans-functional connects the integration of transformative change. Trans-function intentionally engages empathy and understanding of different aspects of roles that are not originally assigned. It helps in the process of learning and development by challenging staff to stretch themselves and grow in ways that cross-functional barely touches. Whether short-term (30 — 90 days) or long-term (90 — 180 days), assuming a different role can help staff truly understand the job requirements and challenges of a role different from their own. It can also aid in succession planning as it may identify talent and develop skills that can bode well for the organization. Trans-functional fosters agility and resilience whereas cross-functional is surface level. Engaging trans-functional and cross-functional (both/and) can help transformational change.
Tracking
Continuous quality improvements are essential in the change management process. Examining and evaluating impact throughout the change process helps to refine the optimization of success. Analyzing processes by engaging staff and utilizing tools such as Six Sigma may help to improve the effectiveness and efficiency of change. Tracking data is important to ensure decisions are valid and objective. Establishing anonymous and open feedback options can also provide as a valuable resource to encourage truth and continuous improvement. Anonymous reporting and feedback also combat people who fear to publicly share, helps to avoid retaliation, and facilitates problem solving by encouraging constructive suggestions for improvement.
Transformation Change
Transformational change is our WHY. Changes should not be made just for the sake of change. Change must be smart, necessary, and strategic. The foundation of change should be to transform individuals and the organization. Transformational change requires mindset shifts that value dynamic change. Internalizing change in a way that accepts ongoing evolution for improvement is key to the intentional execution of changes. At every phase of change and development, it brings along (inclusion) which gives to each and every individual (equity). It demonstrates inclusive practices where diverse perspectives are respected and valued. Transformational change is an anti-siloed result that focuses on centering all stakeholder needs. It is dedication in action in a way that everyone is committed to the implementation, continuous quality improvements, and successful execution of change. Transformational change ensures sustainable impact because it evolves the culture of the organization that empowers the people impacted and the ultimate outcome is successful results (goal achievement).
Conclusion
Maintaining the status quo especially when people, society, and competitors are evolving will not ensure personal or organizational success. It is critical to accept that change is inevitable. Shifting our mindset to moving with and through change is important. Like the ocean waves, when we move with the moving water, it is easier to thrive. When we fight against the strong waves, it is difficult and dangerous. We can lose when we don’t evolve as an individual or a business. Therefore, we must invest in strategic S.M.A.R.T. change that considers Grace Mindset, Both/And Mindset, and diversity engagement & equity. These along with the T-Change framework can all help to ensure transformational change.
