It has become de rigueur to talk about a VUCA world – one of volatility, uncertainty, complexity and ambiguity.
We are all operating in such an environment. This presents us with interesting challenges, particularly how to think about change with so much VUCA around us.
It’s trite to think entire organisations made up of human beings proceed through change in the same way, at the same pace, with the same emotions. Human beings are complex.
The starting point is that change isn’t linear. Individuals will not change unless they understand and own their responses to change.
We like to think of change using a simple model.
Our model can help break down how to navigate through a VUCA world, and create change that sticks. And it isn’t linear. It reflects the ongoing need to adapt to the four components of VUCA. We call this approach the CEE Change Model™.
It helps to see the challenges from different angles, so change can be tackled in ways that are suitable — rather than with traditional approaches.
Firstly, the model considers how to cultivate conditions for success. We want to understand the current landscape, in terms of systems and processes, and — most importantly — people and stakeholders. Without this, we are flying blind.
The second consideration is how to energise and engage people involved. It is critical to drive understanding and engagement before rolling out objective components such as new systems and training programs. A common narrative or language helps individuals share their experiences and overcome roadblocks together.
Teams need to be able to build their own plans, and drive interventions that help tackle challenges.
Finally, we want to embed changes into the day-to-day, and evaluate how we are tracking. Once we can see how the change is progressing, we can easily adapt our approach, and respond to the new landscape.
Too many organisations are stuck driving change as if their people are automatons. They are not. And the environments in which change occurs are not either. A different approach to change is required — and that is what the CEE Change Model™ seeks to encourage.