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Personal Business Coach
Inspired Development and Coaching |
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Embracing change with mind, body and soul
In contrast to the many mechanical metaphors in the literature on organisational change, Gemini Consulting’s change model views the organisation organically, in the form of a living body interacting with its environment.
This view of organisations as living, complex systems has a number of important consequences for how we regard and manage the process of organisational change. In keeping with this organic metaphor, Gemini talk about change processes needing to address the mind, body and spirit of the organisation.
The first step, which addresses the “mind” of the organisation, they call “reframing” (see book review on “Change” by Watzlawick et al for more on reframing in the context of organisational change. To read it now, use the following link: http://www.personalbusinesscoach.co.uk/extra25.html ). Within the collective mind of the organisation, it is necessary to create the will and desire for change. We need to craft a clear and compelling vision of what the wished for future state will look and feel like. We also need to create metrics so that we can measure progress on the journey and know when we have arrived.
The second stage, “restructuring”, addresses the “body” of the organisation. This is done from the perspective of strategy as value creation. It requires intense mental activity, seeking out organisational competencies and current capabilities, and then aligning the physical infrastructure and work architecture around these.
Staying with the “body” of the organisation, but this time looking at it in relationship with the external environment, the third stage is that of revitalising the corporation. This means “linking insightful assessments of the external landscape with a keen awareness of how money can be made” (Ram Charan, 2006). Issues to be addressed here also include environmental fit, customer focus and the role of technology.
Finally, we enter the realm of “spirit” through the “renewal” phase. Areas for consideration include the resources, capabilities and intellectual capital that create the vital spark of the organisation. This means building a culture that is both open to change and is a positive environment for learning and growth. More prosaically, it also means matching the reward structure to the organisations ambitions.
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