Peter de Jager is a provocative Speaker,
Writer and Consultant. His primary focus in on how we manage change,
technology and the future.
In addition to speaking at conferences
worldwide, he also writes monthly columns for CIO Magazine and
His goal is always to question what we
think is so, and in so doing perhaps open up new opportunities.
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An Application of the Model:
When to Change Voluntarily?
That's an important question, what a pity it's so incredibly difficult to answer. It seems reasonable to start with the current Status Quo. What do we value, and equally important, what do we dislike about the current situation? If we can come up with answers to that multi-part question, then and only then, are we ready to graduate to the next phase. Will the New Status Quo we're contemplating, reinforce what we value? Or subvert them? Will it reduce the annoyance of the things we dislike? And how will it transform those other things? The things we neither like nor dislike... will they change? For better? For worse?
While we're attempting to answer these questions we owe it to ourselves to accept the sad fact we seldom know what we really value. That we obsess over things just not worth bothering about. That it's difficult, if not simply impossible, to predict what will happen when we make any sort of change. And finally, that often we have no feelings, good or bad, about something until it changes irreversibly.
With the above warning firmly in mind we can compare our Current Status Quo, with the contemplated New Status Quo and decide which scenario is more desirable. If we assume for the moment the New Status Quo is desirable, then we might yield to temptation and say 'Yes! The Change is Good!' and move forward.
If we yield with no further analysis we're making an error in judgment. There is something else to consider. The cost of moving from A to B. It's seldom, if ever, zero.
So... the next to last question is: What does it cost in terms of personal commitment, dislocation, energy and oh yes... money to go from 'here' to 'greener pastures?
Finally? Are the perceived benefits worth this cost? If yes, then we change voluntarily. All of this is just theory, even 'fluff', unless we can use it on real life changes. We could cheat and apply this fledgling methodology to a significant, important change where the issues are easily quantified, qualified and equated, but instead we'll examine a boring and mundane example. Moving from one version of a word processor to another. (I'll examine the not so obvious and leave the mundane details to the reader.)
Examination of Status Quo:
We value: The ability to 'know' how long it'll take to perform a certain task.
We dislike: The inability to read 10% of the documents sent to us.
Examination of New Status Quo:
Value increased? Once we've relearned the application... we'll regain the ability to estimate a task.
Dislikes diminished: Yes... until the next cycle of upgrades happen... then we're faced with the same problem.
Other changes? None we can foresee.
Cost of Transition:
Dollar cost for upgrade
Time cost in training
Lost productivity in transition
Status Quo vs. New Status Quo
Yes or No? It's your choice
By fleshing out all the details in all three sections... you might be able to make a rational decision. The key is properly understanding what you have, in relationship to what you might acquire after the costly phase of transition.
Good luck in your upcoming Change...
End of Part three... Here's part
Peter de Jager – Peter is passionate about change, how it affects both
individuals and organizations and allows them to grow and prosper. To contact him, and
host internal seminars on Change Management visit www.technobility.com
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