The subtle and unexpected impacts of change in an organisation

When introducing change in your organisation, sometimes the impact of that change may not be so obvious. Without doubt it holds true that the more changes you work on and introduce the more you understanding the ripple effects of the change you are introducing. This why impacts are more broader than the behavioural change that is required. The broader the net the easier it is to enact the required change activities to support those who need it and to address the changes required. 

Connected thinking is necessary to develop and will develop over time if you learn from implementing change. A combination of various contracts in my career in various industries, introducing various changes built my ability to think differently about change impacts. There was a sense of similarity but also a respect for the connectedness in organisations which mean that the connection points were to be identified and included in change plans.

This is in sync with the concept of the butterfly effect. This concept is that everything is connected. In the change context this means that as you develop your connected thinking, you will see opportunities to link your change to. Whether that be strategic directions your organisation is taking, building connections to the organisation's purpose or even the teams purpose. This will result in engagement, buy in and a sense of purpose from the change you are introducing.

The connectedness within an organisation is the reason why the effectiveness of the Change ecosystem is also a contributor or detractor to change success. If you are working on a change program which is transformational in nature you may need to supplement a change ecosystem if some areas are struggling in their effectiveness or capability. Investing in contracting or consultancy expertise paired with those who are permanent within the business can uplift capability in those areas through showing a different way of working. Legacies can be very positive for many years to come from successfully led and managed programs.

The way in which you approach your change can make a big difference. The networks both formal and informal are other examples of the interconnectedness within organisations when it comes to people. In fact I have had it where the word of mouth has been far faster than any formal communications. In one instance I had no sooner sent an email out for a meeting request than I received a call from a disgruntled manager asking why she hadn't been included.

Only a few weeks into my role, I of course mentioned the purpose of the meeting and promised that it would be recorded. I hung up the phone impressed at the speed of the chatter, as it was far faster than anything I had experienced before. And that this person was geographically hundreds of miles away. Learning from this, I often put it to work, passing on messages and myth busting in earnest when others shared information which was simply not true. 

So consider those informal aspects of the organisation and utilise them well. Networks aren't just wires and poles as they say! Reflect upon the layers of connection within your organisation and consider how you can participate and create momentum for your change by working with them.