THE ETHOS OF CHANGE, PART II. . .

Embracing ‘The Ethos of Change’ involves ‘tensions’ connected with the change-process. Leaders and followers (that is, ’leadership’) too often focuses on the ‘symptoms rather than the ‘sources’ of the tensions. On one hand the number of tensions appear to be legion. On the other hand there do seem to be some common sources for tension when it comes to organizational change. Consider the following (which ones are familiar to you, gentle reader):
• Lack of preparation.
• We can only change what we can control AND there are many things that occur within a change process that we cannot control.
• Routine – sometimes called ‘being in a rut.’ Familiarity/Comfort breeds contempt for Change.
• Lack of information.
• Lack of Resources and Support while overemphasizing Accountability.
• Needs & Values.
• Beliefs and Deep Tacit Assumptions.
• Lack of, or insufficient, trust.
• Embracing the paradox of ‘the individual-community’ – BOTH must be embraced with equal vigor.
• Being a Beginner, once again (new learning or embracing the unfamiliar, etc.).
• Committing to ‘action’ while committing to ‘patience’ (and tolerance).
• ‘Stumbling the Mumble’ more often than ‘Walking the Talk.’
• Embracing our Limits while Stretching our Capacities.
• Embracing the ‘short-term-long term’ paradox – again, BOTH must be embrace with equal vigor.

A great deal could be written about these, however, for our purposes, this list will have to suffice for now.

Understanding and engaging the many sources that contribute the tension that accompanies change does not mitigate risk. Too often, leadership (leaders-followers) resists taking risks – even ‘necessary risks.’ Yet, change and risk are partners; they always travel together. Sometimes certain questions can help (you might recall, gentle reader, that there are three types of questions to consider: questions to address right now, questions to respond to in the near future, and questions to ‘hold’ and live into and out of). Here are a few questions about change and the risks of change for leaders to consider:
• Will this change and the risks involved move us closer to realizing our mission while moving us toward our vision?
• Which consequences will be appropriate and which will be inappropriate?
• What are some of the potential unintended consequences (there will always be unintended consequences)?
• Is the outcome worth the investment (or cost)?
• Will the change integrate some of the ‘old’ and some of the ‘new’ so that a ‘third way’ emerges?
• Are we building on our strengths (we = individuals, relationships, community) so that our weaknesses become irrelevant?
• What are the agreements we need to embrace so that we can tolerate the stumbling that will occur? What are the non-negotiables (everything else is negotiable)?
• How will the change(s) promote the opportunity for growth (individual, relational, communal)?
• How do we help people become and remain committed to the process (more than simply ‘comply’)?
• Are we flexible enough to adjust as we move through the process?

Again, there are many questions that leadership might emerge. Questions are rooted in curiosity and doubt not in ‘surety.’ As I noted earlier, part of the challenge, in addition to emerging ‘good questions’ is to identify which questions need to be addressed now, which need to be addressed in the near future and which need to be held over time.

I am reminded of Gandhi’s quote: Be the change you want to see!