A computer scientist by training, I made a major career shift in the mid-90s. I moved away from technology to tackle the human challenge of adopting change, technological or not.<\/p>\n
I was part of a large R&D project on the subject for a few years in order to identify the factors that promote the adoption of new ways of doing things. I analyzed an impressive amount of literature and had the privilege of working with various academics and experienced practitioners.<\/p>\n
We have concluded that there are different types of changes according to their scope and depth<\/strong>, and that they do not materialize under the same conditions, nor through the same process!<\/strong><\/p>\n Notably rare and different from the others:\u00a0truly disruptive change (radical)<\/b><\/em> \ud83d\udca1<\/p>\n After more than 70 missions helping organizations in the adoption of new ways of doing things, I remain convinced that popular change management neglects the special nature of disruptive change. The latter is becoming less rare with the organizational and\/or digital transformation craze.<\/p>\n We are familiar with incremental<\/em> changes that sustain the continuity<\/strong> of the organization’s activities. Most of popular methods and approaches support this type of change: optimization, improvement, enhancement, evolution, refurbishment, modernization, etc.<\/p>\n However, we are much less familiar with radical<\/em> changes that require a rupture<\/strong> with mentalities, rules and ways of doing things. This is what we mean when we talk about reinventing, innovating or transforming ourselves.<\/p>\n \ud83d\udccc Uprooting and rupture seem to be unavoidable prerequisites for any real transformation.\u00a0<\/strong><\/p>\n To achieve a breakthrough change, one must inevitably accept:<\/p>\n \u25b6\ufe0f a reframing of thoughts and ideologies<\/p>\n \u25b6\ufe0f a letting go of adopted habits, conventions, and norms, especially in the beginning<\/p>\n \u25b6\ufe0f an openness to explore at length in areas of discomfort, to tolerate the unknown and ambiguity<\/p>\n \u25b6\ufe0f an acceptance of deep and wide-ranging questioning of everything, but the goals<\/p>\n \u25b6\ufe0f a higher-than-normal tolerance for risk with a reduced degree of control<\/p>\n \u25b6\ufe0f the adoption of new approaches with a focus on relevance, essentials, and sufficiency.<\/p>\n <\/p>\n Approaches that foster creativity and innovation have similar requirements to be useful and effective.<\/p>\n Isn’t it time for “change management” to pay more attention to the distinct disruptive nature of radical change?<\/p>\n Food for thought!<\/p>\n <\/p>\n \u00a9 \u00c9ric Magnan, Pragmatik Advisory Services Inc., 2022<\/span><\/p>\n","protected":false},"excerpt":{"rendered":" We are quite familiar with incremental changes to sustain continuity, but we are much less familiar with radical changes that require a rupture with well-established habits and traditions.<\/p>\n","protected":false},"author":5,"featured_media":1375,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-1357","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles"],"acf":[],"yoast_head":"\n