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Effective Ways to Deal with Change, Challenges, and Chaos |
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By Jody Shelton, CAE
KCSAE Treasurer
As we think about our world today, dealing with change, challenge and chaos is certainly an appropriate topic. The constant change around us is phenomenal. Organizations find control slipping from their grasp with feelings of insecurity creeping in.
Let’s examine tools we need to deal with the three C’s in today’s economy as organizational leaders. We could start with the theory of chaos, bring in the complex system that exists between quantum theory and organizational change, but my brain is turning to a simpler approach.
Let’s start with CHAOS, and begin by examining the definition. It is defined as a state of extreme confusion and disorder. When you think concretely about this definition, it is easy to visualize that chaos is usually self inflicted. For example, if an issue or challenge arises and it is not managed it becomes confusing and disorderly. Whereas an issue that develops into a plan for resolution removes the chaos by definition. The tools then to deal with issues before they become chaos are to utilize planning, communication and action to keep the situation from becoming chaotic.
It would be easy to write a book on the second C word, CHANGE. We all know change has become the norm. We look at current economic conditions and see significant change on a daily basis. Whether it is the new health care legislation, Race to the Top Funds for education, or Sarbanes-Oxley which has changed our financial world, we are always dealing with change. We can also push our thoughts to the future and think about the need to be prepared to exist in a new world yet to be created. This helps us see the need for tools to create positive change.
To gain these tools for positive change, we first need to examine the past. Make your tools come alive for you by examining a change that did not work so well for you in the past. Think about why it was not successful and then do not repeat the same process. This will give you your first tool.
The second tool for working with change is to make it everyone’s job. This is not something new, but rather defined as ownership. This means, as Gary Hamel, author of “The Future of Management,” would indicate you must build a system where it is easy to try innovative ideas. This builds ownership which makes it easier to prepare for change so when it occurs, it is easier on everyone. This could be attitude training, teaching steps of change, and teaching personal accountability for actions.. The key is not to wait until change occurs, but be prepared by systemic changes that promote positive change.
Now let’s examine that third C, CHALLENGE. Challenges come our way every day. I look at it as job security, but helpful tools to meet them are important. These tools are to be a careful listener, remember to walk in the challenger’s shoes, and continually build trust.
The first tool mentioned was to be a careful listener. Keep your ear to the ground to hear what your members are saying. Don’t filter what you hear through your world, but rather develop the skill of careful listening to get the clues you need to meet the challenge. This will also help you with the second tool of helping those involved see what’s in it for them. They will have a better chance of seeing their self interest and feel a sense of power to help resolve the challenge.
The third tool is building trust. Trust is built when you don’t need it so when challenges arise, trust is a natural part of your work culture. As Steven Covey would say, “Make deposits every day, so that when you need to make a withdrawal, it will be more acceptable.”
As we think about dealing with the three C’s in these difficult times, the dilemma we find ourselves in is finding the way to respond under our current system that has been successful in meeting member needs in past years. We need to think about ways to free the natural intelligence and creativity of individual members and allow them to provide creative solutions that will transform our operations. David Peat, who teaches about change, refers to it as creative suspension. His analysis is exploring images of other organizations and institutions and then applying systemic theory to revamp your current system.
As always in the throes of the three C’s, it still goes back to strong leadership. We must be leaders with the ability and confidence to live in a way that builds community and promotes courage. Sometimes we find it scary to move from what we know to something new. There are many leadership models that talk about successful leaders of today being risk takers, so you might want to assess your ability for risk taking both with you, your staff and your board. It is being willing to ask the tough questions and make the tough decisions that will make the difference along with the tools to meet the challenges, change and chaos.
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