Learning and Change--Individual Considerations

This post is a continuation of the post from February 20, 2010 and from an earlier post on February 21, 2010.

Learning and change need to take place on an individual level--even when teams, groups, and organizations want change as well.  Two additional meta-models have been created to explain how individuals respond to the need for change (see slide 2) and what happens to individuals as they build the skills they need to change successfully (see slide 10).

(Click on the picture to see it separately and completely.)

(Click on the picture to see it separately and completely.)

 As stated in an earlier post, learning and change are not easy and are often resisted.  The Shame Affect Decision Model (slide 2) shows how most of us discover the need for change--when something we relied on ceases to produce the positive results we expected.  If we retreat into our pre-existing comfort zone, we have four possible responses:  attack others, attack self, avoid, and withdraw.  If we choose to move to positive change, this is our opportunity to learn.

As we begin to learn, we move through the Personal Performance Change Curve (slide 8). Comfort Zones Mapped to the Performance Change Curve (slide 10) show how our performance level and comfort drop before we begin to integrate the new knowledge and skill we are learning.

The Learning Outcome Grid (slide 7) shows some of the results of learning activity.

(Click on the picture to see it separately and completely.)

Organization DNA?

Organizations have a DNA. It's sometimes hard to see and it can be identified when you know what you are looking for. One of the clearest examples from my memory was in a global manufacturer who was a consulting client several years ago. My team was conducting a change management survey for the client and we quickly saw that the DNA of the organization included a true valuing of the entrepreneural ("cowboy") spirit. The organization grew by finding successful entrepreneural smaller companies and adding them to their corporate structure. Each of the parts of the now large organization still had a recognizable culture and values and ways to manage power and information. The company's executive team had decided to implement a new computer system that would centralize all of the information and would keep many of the entrepreneural employees away from the information that had been their power base. What that could mean is that the computer system intended to help the organization make more timely and effective decisions and to communicate with all of its components would actually be destroying the trust of its leaders and be undermining the effectiveness of the subordinate units.

What is the DNA of your organization? How can you find it?
You can begin by tracking what you see in electronic folders. If you see a problem, put it in an electronic folder and keep on with your day. After a while, look at the problems you have captured and look for any common elements. Those common elements may point you toward your Organizational DNA.

Why is it important to recognize Organizational DNA?
If you want to keep your organization healthy, dynamic, and growing, you need to understand its DNA and to work with it. If you decide to do a "transplant" of something opposed to your DNA, the organization will "reject it" (the way tissue transplants are sometimes rejected by the human body). You need to work with your Organizationial DNA and your proposed changes to make sure that there is a good fit and blend if you intend to remain healthy and dynamic.

Let me know when you begin to look for your Organization's DNA.