Normalizing the Chaos of Change

If a certain amount of change is inevitable, and it is, then it is also true that people need a dose of stability to cope or even recover from what is often a traumatic experience. In the absence of some malady both the chaos of change and the stability of normal are needed to sustain an even keel. Language is a good barometer to evaluate your readiness for chaos or change.

We all refer to police, fire and EMT professionals as "responders" because they have a set routine for every contingency and everyone knows what it is and what the roles and responsibilities entail. These courageous folks are responders because they have and continuously refine their protocols. You can too.

Chaos happens - change is constant! Anticipating that these irritating intrusions into our routine business WILL present themselves, and WILL intrude at the most inopportune times is a fact of organizational life. Even though many businesses do effectively react to necessary unscheduled pressure, this is a continuing problem that is worthy of a better solution. Here's one methodology to accommodate unforeseen change with less workforce turmoil by applying a month by month protocol.

We're recommending a 12-month cycle, just because that's a normal cycle in any organization. Folding change into that existing cycle will go along way to help stabilize the organization. In a subtle way, we also see the four seasons represented in this annual cycle. The somewhat "dormant - winter" season (Months 11, 12, and 1) things are happening that are typically out of sight for the majority of the workforce. Seeds of change are planted in the Spring (Months 2, 3, and 4). Just as seeds become germinated through planting and watering, so to does the workforce absorb what it needs to grow through workforce feeding and collaboration. The Summer growing season (Months 5, 6, and 7) sees real tangible progress toward needed improvements. Participation across the workforce begins to bear fruit and reveals areas that will require attention. Fall harvest (Months 8, 9, and 10) completes the cycle by emphasizing the return on investment of doing the work. What actually happened compared to initial expectations will shift priorities and help establish new patterns for the next cycle.

Before you jump to the conclusion that I'm a "naturalist" I'd prefer you think of me as someone who thinks it has utility to combine a new process into an existing pattern.  If gardening works, so be it.  What seems appropriate is to synchronize new proposed patterns with existing ones.  The folloing month-by-month sequence does not necessarily begin in January.  Month 1, to get started, might be NOW and it might linger for a much monger period than 30 days.  But eventually, it would be best to stabilize the patterns to the it blends into the routine of your established business calendar. 

If, for example, your "busy season" is June, July, and August, those might not be the best months for intensive workforce focus on the change cycle.  So, slip somewhat less workforce intensive capacity development to the customer service busy season.

Month 1 - think of a chaos-handling protocol as an integral part of your normal annual cycle. Work collaboratively to develop a system that will identify and respond the unique situations routinely. Obtain the full commitment of the executive management team for the full annual cycle protocol. Set up a tracking system to fully inform key participants.

Month 2 - inform the workforce of this new approach at all-hands meetings. Ask for non-supervisory helpers to fill specific roles as the system unfolds in subsequent months. Broad workforce involvement will be essential to success. Embed this information in all future new employee orientations. Begin training volunteers for their new roles.

Month 3 - collaboratively determine what evidence/data must be collected to inform decision-makers of possible changes.

Month 4 - begin collecting the data needed to better inform decisions in a routine way. Determine how, when, and to whom the data will be broadcast and incorporate those patterns into normal literature/meetings.

Month 5 - set up a scenario-based matrix that will help determine the actions to be taken given the inference of the data collected. Verify that users can properly apply the data consistently in different parts of the organization.

Month 6 - Make the information and potential responses available to the workforce.

Month 7 - integrate this protocol into agenda items for periodic management (other key change agents) retreats. Like any retreat this is traditionally the time to reexamine and alter the established systems of the organization and recast priorities.

Month 8 - form cross-boundary alliances to tackle and monitor changes based on any adjustments made in priorities.

Month 9 - normalize options for recurring decision-points in the organization's routine (regular meetings, retreats, budget cycle meetings, quarterly reports, state of the organization presentations, etc.).

Month 10 - measure the changes that have been incorporated to determine everything from task effectiveness to overall return-on-investment. Apply these results to future decision-making by incorporating lessons learned into the information system began in the first month.

Month 11 - review everything available to help improve the protocols established. Stabilizing the chaos-to-normal routines especially during the first annual cycle has a monster learning curve with potentially enormous payback.

Month 12 - celebrate the successes and the value of learning even if the results fall somewhat short of expectations in the first annual cycle. If there is already a periodic celebration scheduled fold in this capacity development protocol.

Routinely developing increased levels of workforce capacity is every bit as important as any other system in the long run. Starting out with an automated system to carry this information is a critical component that should be initiated early and continuously refined as you go (or acquire one to do the job at the outset).

Although it may not be obvious from the start, this protocol will give any organization an advantage when preparing to become or sustain a top ranking as a Best Place to Work in Hampton Roads. Naturally, it's good for a multitude of other initiatives that may appear to be stand-alone events as well. But think about it. This initiative is good for a lot of alternatives - recruiting, survey integration, reward and recognition programs, workforce feedback, benefit review, organization culture evaluation, training adequacy, etc., etc. - you get the point.

In the months ahead you'll find more details on this system of change in my Experts column in Inside Business. In the meantime just begin where you are and gather cohesion as you go. It's an organizational challenge worthy of any organization aspiring to be a Best Place to work.