Changeby Ian Saunders, Antony Aitken, Ray Charlton and David Flatman
Leading and engaging
Once the initial steps of agreeing purpose and desired outcomes are made, the next part of successful change is to get the people – all of them – involved and engaged with the change. There is ample evidence to show that by involving people in changes that affect them you create conditions in which they more readily embrace and adopt change. If you do not involve and engage people, they are often resistant or slow to respond.
Before you can win buy-in from others, you need to be sure of your purpose and to know whether your organisation provides a fertile ground for change (if in doubt, refer back to the System model tool, Performance Driver Framework and Test your culture). If there is a tendency in your organisation towards the old command-and-control style of management, then you will have to work harder at achieving engagement.
People have a right to be given the direction or outcome, and they also have a right to be involved in how these outcomes are achieved.
Never doubt that a small, group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.