Components of
Change – Competence OR Learning by Doing
– Lessons from a Brain Surgeon
Summary: There is
a lot to be said for action learning, or learning by doing. Confucius said I
hear and I forget. I see and I remember. I do and I understand. However this
should not become a cheap alternative to a professional approach based on ‘.. we will work it out as we go along..’ Red
Adair said “If you think it's expensive to hire a professional
to do the job, wait until you hire an amateur.”
As more businesses embark on change and seek to engage
their staff they will seek to combine the two and utilise to staff to effect
the change. There is a logic to this, and change without staff engagement will
not work. However the assumption that the existing staff can deliver effective
change without tools, training, support and guidance is misplaced. Furthermore the idea that this might save,
time, money or improve morale is misguided.
Old habits die hard and whilst staff may wear new badges,
speak the new lingo, and ostensibly support change the underlying processes and
behaviours seldom change because they are habitual, engrained and familiar.
Indeed most change reverts back to the old ways (possibly with new labels)
within 9 months. This is true of fitness campaigns, weight loss or business
change which all take time, and money and often fail to deliver the desired results.
Aside from the fact that change from within is a bit like
turkey’s voting for Christmas, if your current people, process or technology
needs to change then it is unlikely that the existing people, process or
technology is able to change without some intervention.
Leaders often make the mistake of thinking vision,
mission and values are enough to transform people, process or technology.
However that’s not how we educate in our schools or train our surgeons, or
teach drivers, so why do people believe it should work in our organisations.
Action Learning or Learning by Doing needs to be coached,
supported, and guided. It needs to nurture confidence and create competence.
Courses or Consultants cannot on their own deliver organisational change, but
neither can in-house staff. What is required is a managed approach which like
driving lessons provides the tools and tuition, but also some hands-on experience
for the people to master the process and technology.
The right balance is essential since without it the
organisation may simply waste time, money and morale.
About the Author
Tim HJ Rogers is a project and change leader with a
strong background in Business (Finance, Government & Commerce) and Sport
(Triathlon & Rowing) See
http://www.timhjrogers.com/
Contact
TimHJRogers@cichange.org See also http://www.cichange.org
