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Organizing People and Change

With HR’s new challenge of solving workforce location changes, there is renewed focus on what “resources” should mean in the “human resources” concept — but it seems to be in debate (!) at the worst possible time.

  • The organization is trying to conduct business change

The scenario is one of dizzying complexity, with three moving targets also being launchpads trying to hit each other.

Five points come to mind for serious clarification now:

1. What does the organization most need People for?

2. How are the needs best prioritized?

3. How do people see themselves in that context?

4. What do people need, so as to do what the organization needs?

5. Is it clear that in your organization people will get what they need?

Too many think the answers are obvious, yet don’t use them. And too many others think the issues are obscured or mired in minutia with no answers. In both cases, this is the right time to step back and see the whole anew.

In the following — “Organizing People-Driven Change” — we reconnect the organization’s idea of people to the People’s idea of people, setting the terms for designing the enablement and alignment of people in their work for change.

Reconnecting the organization’s idea of people with the People’s idea of people.

An assessment of the current state is the natural follow-up to having a new model of interpretation. With the current state interpretation, there emerges a logical effort to transition to a future state with the benefit of the model. Without a model-driven assessment of the current state, a transition to a different model of a future state is far more speculative, as the enablement of change is not environmentally prepared as a starting point. Most importantly, the assessment shows why people will see themselves as the determining agents of changing how the organization changes.

ChangeBridge works with companies to apply the assessment model transparently and consistently, laying the groundwork for clearly navigating the requirements for organizational transition in a strategic manner.



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Malcolm Ryder

Malcolm is a strategist, solution developer and knowledge management professional in both profit and non-profit companies across business, IT and the arts.