Considerations Before You Build
a Collaborative Process
Before you build a collaborative process, consider
the following questions. Your answers will have an enormous influence
on how the effort runs.
What is your organization's culture and history?
It is crucial to understand the environment in which this change
process is going to be placed. What is the organization's previous
history with change efforts? To what extent have these efforts caused
damage in the organization? How have they helped?
Can management and the consultants form an effective
partnership?
Each group provides leadership. Management cannot delegate its
responsibility to lead the change effort, and the consultants cannot
deny management’s knowledge of and expertise in the change
process. We believe that effective partnerships require that each
group feel 100% responsible for the change effort and use its expertise
appropriately. The consultants do not have the leadership’s
organizational knowledge, and the leaders rarely have the consultants’
organizational-change expertise.
Do the consultancy’s principles fit the
organization's aspirations?
The collaborative systems design principles are important building
blocks for the change process. Crucial to the effort’s success
is leadership's understanding and willingness to work with these
principles. If an organization does not currently embrace them,
is it willing to adopt them?
Is the decision making process clear and congruent?
Our bias is that the process be as open as possible. Boundaries
that are too tight do not invite participation. Boundaries that
are too loose, e.g. do what ever you want, are not believable and
produce distrust. False boundaries are also problematic: we have
seen attempts to make our process seem participative when in fact
it wasn’t. Starting the process with a predetermined solution
and pretending that people have a choice breeds contempt and resentment.
If there is a choice, then people need to know that. Perhaps participants
can then design the implementation process.
Are you prepared to follow through?
Enormous energy and hope are created in the direction of the preferred
future.
If management does not support the process to its completion, then
pessimism, doubt, and distrust become rampant.
The Axelrod Group, 723
Laurel Avenue, Wilmette, Illinois 60091
Phone: 847.251.7361 Fax: 847.251.7370
General Inquiries: info@axelrodgroup.com
close
window
|