All changing organisations must balance its strategic priorities with the impact the change will have on its culture and people.
The ancient philosophies of China teach Yin and Yang as the holistic principle of opposing forces. Applied to organisational change, this suggests we focus our energies by balancing strategy and culture, and that failing to do so may create two types of problems and which limit the results of change.
Problem 1: Your may drive strategic change without managing personal and collective impacts.
This can create anxiety, stress, and resistance to change, leading to a lack of traction with implementation.
Problem 2: Or, your may drive culture change that lacks connection with your organisation's strategic vision.
This can lead to lack of clarity about priorities, or lowered performance as people are nurtured but not focussed.
Yin and Yang defined
Yin and Yang has formed a cornerstone of Chinese philosophy for centuries and this principle of opposites was considered a universal phenomena that applies to all things
Strategic Yang
Yang describes the principles of maleness, action, control, and strategy. These are the evident and thrusting forces of growth. We can understand strategy as a Yang element, because of it’s driving and tangible nature to shape, focus and prioritise action.
Cultural Yin
Yin describes the principles of femaleness, reflection, yielding and culture. These are the hidden and nurturing forces of growth. Culture is a Yin principle due to its subtle, intangible qualities that influence indirectly the behaviours and perceptions of people as they carry out their work.
It is believed that Yin & Yang work together in a constant cycle, that the seeds of one are contained in the other, and that one can only exert temporary dominance over the other. Thus, a balanced and holistic approach is the natural requirement for healthy change.
Let's look at some examples of unbalanced change, and its results to learn from experience.
Strategically-driven change
What went wrong?
Many change programs begin with a strategic purpose but fail to achieve expected results.
For example, one large medical insurer were experiencing push back and waning enthusiasm as they rolled out a Performance Management & Balanced Scorecard implementation.
Due to a historically hierarchical culture, people feared that the new program was designed to control and monitor their work rates, without much upside for employees. The program was eventually shelved after many attempts to re-design the strategic tools themselves as leaders did not see, understand or act on the potential need for a cultural dimension to the change.
A more balanced approach
In adopting strategically driven change, people need to understand the reasons for the change and what's in it for them. Whilst consultation in change is a common stage of the program, subtle differences in approach become important.
For example, to ensure meetings effectively engage people, the degree to which outcomes are pre-planned is critical. If decisions are already made, the consultation is perceived as incongruent and resistance occurs.
Furthermore, the behaviour of leaders as facilitators and coaches is critical. When and how they ask for input, their openness to feedback and their attitudes and actions in their role as change agents can not be under estimated. Yet rarely are leaders provided coaching in change management about subtle distinctions that can help them succeed.
Traction for strategic change is accelerated when people and cultural considerations are integrated into the planning.
Culturally driven change
What went wrong?
Some change programs are instigated with tehe best intentions, but do are not clearly linked to Strategic vision.
One of Australia’s leading financial institutions implemented an extensive leadership development program which was attended by hundreds of senior managers from the top 5 levels at a cost of millions of dollars. Whilst the program was initially lauded, enthusiasm began to wane as people began asking;
"How does this program fit with the strategic direction?" and "Where are the links between the leadership behaviours espoused, and the priorities of the business?"
The program was cancelled when the perception emerged of mis-alignment between cultural and strategic intent.
A more balanced approach
With more holistic design, the change program could have reinforced key strategic priorities and provided more balanced content.
Meetings and workshops can be designed to ensure that cultural and behavioural attributes are discussed and applied to current business issues, rather than being presented as generic concepts.
Tools and methods used during leadership and cultural development can be reinforced by senior leaders showing how they can drive business performance. Soft skills and values programs can be grounded in real world scenarios.
Coaching is an excellent way of bringing about culture change, provided the coaches themselves are skilled at balancing the 2 dimensions.
Traction for culture change is increased when there is a context of relevant business strategy around it.
How Yin and Yang can help
The Yin and Yang metaphor can prompt you to think about the balance of Strategy and Culture.
To gain more awareness about the balance of your change program, answer the following questions;
- What is the primary reason for your change? Is it motivated by a Strategic or Cultural driver?
- Do you have a written plan that addresses the strategic elements of change AND the cultural and people considerations?
- Are your leaders equipped to coach and facilitate with a balance of Strategic and Cultural skills and awareness?
- If your change program does not have traction, are there gaps or imbalances in your approach?
More Questions?
FAST Meetings Co design and facilitate key meetings and overall change programs which ensure a balance of strategic and culutral change, thereby driving traction.
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