Human Behavior and change


Wikipedia is not the authority source by any means when it comes to ‘Change Management’ resources. It is, however, indicative of amount of resources on the subject matter available out there. In fact, as far as listing goes in the Wiki, when one searches with the keywords ‘Change Management’, the result page has more-or-less all the models and approaches that most printed popular books incorporates in their texts.

Take Harvard Business Review’s ‘On Change Management’ by John P. Kotter for example. It is one of the 10 HBR’s Must-Read books. The 8-steps-to-transform an organization is implementable and should be one of change expert’s (or guide’s) resources.

Next is ‘Making Sense of Change Management’, a complete guide to Change Management by Cameron & Green’. It elaborates on the models up to the level of tooling and what techniques to use.

Despite the availability of guide books as such from highly-respected sources and authors alike, they do tend to exclude the conversation about  what TRUE CHANGE is all about. It is because TRUE CHANGE is yielded through resonating organization’s vision through individuals (talents) within the systemic boundary that it chooses to draw as both competitive and comparative advantage. The second we talk about talents, we touch an evitable complex subject matter. This gets even more amplified and interesting when you consider globalization that has changed the modus operandi from closed social system (organization competing locally) to open one (competing globally). As obvious, this goes beyond the scope of change theories, models and tools (read Deanna’s blog on Human Behavior).

In an organizational level, digital transformation, talent diversity, and cultural power shifts[1], which need be to strategically hinged to its agility (internal) and adaptability (external) of organization already creates complexity. Resultantly, it makes human behavior even more complex, especially in an open and fluid social system. The complexity can be reduced if the organization is looked through perspective of TPC model (Noel Tichy). This alludes to our clients’ experiences. There are empirical evidences in our change interventions that broader but integrated systemic view of organization paves way to TRUE CHANGE. In the experience, we build the capacity of organization and leadership to view through integral lens in order to sustain and reinforce: 1) thrivability and resilience of talents by enquiring and understanding complexity; 2) agility and adaptability towards change by accepting change is constant; and 3) increased appetite for upholding the business logic to succeed through positive feedback loop.

All in all, human behavior is the cornerstone for TRUE CHANGE. Therefore, to professionalize project management in any organization, human behaviors need to be part of the conversation to understand how member of a team responds to this sought out change for successful transformation.

[1] Talent from different cultural and regional background has different power distance indexes