Coaching Adaptive Change

Thinking is easy, acting is difficult, and to put one's thoughts into action is the most difficult thing in the world. - Johann Wolfgang von Goethe

This quote was posted today by Kathleen Friesen in her blog Ideas for Reflection. What perfect timing, as I was beginning my blog on integrating a coaching strategy into an organization’s approach to change, because "putting one’s thoughts into action is difficult," especially when you’re trying to do it alone.

For at least 15 years I’ve been writing about various concepts and techniques for successful change management. When I started, human resource/change management gurus like Wayne Cascio were quoting that "70% of all change initiatives taken on by businesses fail." Today, Harvard Business Review is still quoting that same rate. Why is it that after all this time, we haven’t improved our capabilities to be successful with change? Perhaps the answer lies in our unrealistic expectations about how change works.

Technical vs. Adaptive ChangeOne reason we continue to see a steady stream of unsuccessful change initiatives is that most organizations treat all change in the same manner. This causes problems, because not all change is alike. As more research is being conducted on our change management efforts, we’ve seen evidence that there are two types of change:

Technical change - when the solution is known and can be provided. This type of change is usually straightforward and relatively easy to implement; i.e. our assembly line needs to be updated to the latest technologies. The impact is installation of the new equipment, training on the new equipment and processes, and perhaps updates to operational policies and procedures.

Adaptive change - the solution is not cut and dry; it requires experimentation, growth, new discoveries, and adjustments to various functions throughout an organization. The ultimate solution is the product of the journey.

Adaptive Change Model, Carol Mase, Shift Magazine, Spring 2009
Used with permission.

Carol Mase, author of an interesting article, The Adaptive Organization provides a great illustration of the work and focus required for change to occur when the outcome isn’t as straightforward as a technical solution. Reading her work, I immediately wanted to layer it with the concepts Jeanie Daniel Duck writes about in her book The Change Monster.  Carol’s work is a terrific integration of the people and system realities of change.

Examining Mase’s Adaptive Change Model we see it merges two important aspects of change, once the transitional change aspect has been initiated. The process allows for the psychological trajectory of transformational change (blue line) as well as the structural journey (red line) of transactional change. Where we run into problems is trying to deal with the destabilizing events (both internal and external) that occur during change initiatives which generate "adaptive strain" and confusion. Following the red line you can see the emotional trauma brought on by change for many individuals, and can visualize where those Change Monsters are hiding, ready to jump out at every twist and turn to foil your progress.

Mase suggests that adaptive challenges require leaders that are comfortable and prepared to grow into a solution as they motivate the hearts and minds of others to embrace the new vision and perform differently. Looking at change holistically allows growth and expansion for the organization as it achieves a higher performance level and behavioral changes that are sustainable.

I found The Adaptive Organization to also be a great roadmap for how executive coaches can aid managers experiencing and/or driving change in their organizations. A coach can be a valuable partner assisting the manager in finding the courage to stay in the "Cauldron of Change" through the difficult personal work that must be done, processing changes to mind-sets and behaviors associated with Endings, Neutral Zone, and New Beginnings (William Bridges) A coach provides reassurances, as appropriate, that it’s ok to "feel your way" to the next course of action when you can’t see clearly what’s supposed to come next; supports and tempers those feelings of urgency to have all the answers before the questions are asked; and offers encouragement when personal doubt surfaces.

Tool Kit: Adaptive Change Skills and a Coach

Adaptive Change Model, Carol Mase, Shift Magazine, Spring 2009
Used with permission.

We all know the value of accountability in changing behaviors. Look at the success of the Weight Watchers program, marathon and Olympic trainers, or college study groups. If you want to change behavior, and in doing so the culture of the organization, you are more likely to have success if you are accountable on a consistent basis. That’s the job of the coach. The coach also guides the journey with assessments, honest dialogue, tough questions and a professional commitment that honors ethics and confidentiality.

Ms. Mase summarized her research by noting the key leverage points required to successfully facilitate adaptive change:

• "Implement collective conversations to produce clear, compelling and shared visions for the future.
• Ensure leadership has the abilities to tap the collective intelligence of the system while using its diversity, imagination and creativity to resolve the adaptive strain.
• Nurture leaders that builds relationships of trust, commitment and collaboration."

What would your organization be like if your managers had the support they needed to deal with the chaos of the "Cauldron of Change" and stay the course until creativity and innovation emerged?

When leaders are not properly skilled to manage themselves, as well as their organizations during times of uncertainty, organizations tend to resist the change, deny there is a need for it, and return to the status quo; aborting the change initiative and proving, "If you just wait long enough, everything will go back to the way we used to do it." Another failed change initiative!

So What’s Next?

Research indicates that organizational success is strengthened by:

• Leaders identifying and building their adaptive change skills and competencies
• Employers understanding employees will alter their mind-sets only if they see the point of the change – building trust, opening communications and soliciting collaboration are critical skills for managers to possess to motivate engagement of change
• Modifying policies, procedures, and reward and recognition systems to encourage the behaviors, culture and performance goals envisioned for the future
• Ensuring employees are building the required future skill sets to achieve the vision
• Leadership modeling new behaviors and performance expectations on a consistent basis

I’ve seen the remarkable changes coaching can inspire in individuals, as well as teams, when confronted with significant workplace change. There certainly is a place for each of the diverse training methods available today (i.e., classroom, workshops, webinars) when aligned to accommodate the appropriate transfer of knowledge, skills and abilities. The coaching experience is yet another developmental strategy providing for personalized and unique dialogues, guided discoveries, and a safe environment to practice realigning attitudes, values, and behaviors with the needs of the new organization.

We’re all dealing with change. If you haven’t taken a moment yet to read Carol Mase’s article, please do. I think you’ll enjoy it and it will help to expand your thoughts about managing change and the importance of being skilled to deal with adaptive, as well as technical change.

As you’re considering what I’ve written today, I’m curious to hear about your experiences with change: Can you see a way the Adaptive Change Model could help you facilitate change? Thank you for sharing your lessons-learned, comments and thoughts.

 Dan Heath