Nothing is more certain than uncertainty
By John Buchanan
Somebody seems to be winding all the clocks that little bit faster every day, so that each week, each month, each year seems to be going faster and faster.
Along with this feeling of living at a ‘quickening pace’, there also seems to be a concurrent change phenomena as well. Whether it be through computer technology, climatic change, the globalization of all that we do, scientific advances, or just day-to-day changes in cost of living through fuel, or interest rates, or drought, and so on.
Human beings are mostly very predictable. We like to operate in our zones of comfort. We like how each of us sees the world to remain the way it is – to remain certain. We can bank on it!
So anything that hints at changing how we view the world is generally greeted with a degree of skepticism. However, we also know from history, that the human race is also very creative, inventive, innovative – sometimes born out of need or crisis; sometimes by accident; and other times by a long methodical process. Change then is always with us, and it is how we accept or configure the changes to our life patterns that determines a lot of our responses to what the future bombards us with.
The whole change process is a complicated one – particularly when the organization, the team and/or individuals are very set in their ways. My view on change is that there are a whole lot of interconnecting forces which can ultimately bring about change; but it depends upon the ‘strength’ of each in the overall operation of the team that will determine how long change can take.
Some of these are externally driven such as the environment in which we operate. For example, the way I think, prepare, manage and just conduct my daily life is different from Brisbane to my recent time in Kolkata with IPL cricket.
A crisis is probably the greatest catalyst for change which generally resides outside the control of the organization. In early 2006, the drought that had been ravaging many parts of the country, and where I live in South-east Queensland, was severely threatening the living standards of the capital city, Brisbane. The consequence – State of Emergency declared, an election, a grand plan for waterstorage and retention, and a raft of changes to the way water was being used and wasted.
Some say, the best way for much needed change to occur is to create a crisis – something politicians and governments are oft accused. However, a crisis is just that. It is uncontrollable, doing untold damage till means are designed to arrest the current crisis and prevent any further similar events.
It is the internal elements of change over which we can exert more control. The major elements are –
• Cultural change
• Individual change
• Systems change
• Change agents
Cultural change is an ongoing task. It is ongoing because it involves all the people within the team; the people who surround the team (ie in other sections of the organization); the people who make key decisions for the organization; and those who reside at the top of the organization, Boards and CEO’s.
Beyond the people, it involves the way that these people go about their daily work; how they deliver their daily messages of what their team, and ultimately their organization, is all about – values and principles.
Supporting the people in performing their daily routines are the systems and processes of the organization. Are they in sync with what the organization, and the people within the organization, profess to be? Or want to be?
Then there are the change agents – those persons (or sometimes systems) who are introduced to bring about change.
However, as an employer, if one does not really appreciate the role of the ‘change agent’, and its potential impact on the organization as a whole, not just the specific team that is being coached, then it can lead to significant conflict, and, resultant frustration and anger for both parties.
Most of my working career has been involved with changing what is, and trying to deliver what should be, or what could be. It is not always pleasant, and is strewn with many frustrations. But for me, these are the tasks that are most challenging, and as such, most satisfying.
Key messages –
• Accept change as inevitable
• While external change is generally uncontrollable, understand how to use key internal measures to make change
• Key elements are – culture, systems & processes, individual and change agent(s)
• The coordination of these will dictate the speed of change
John Buchanan is the former coach of the Australian Cricket Team. He is in demand as a speaker, corporate coach and sports coach. John Buchanan is available to share his philosophy for success expanding the benefits well beyond the cricket team and into any area. www.buchanancoaching.com