Change approach

Our change approach is based on an intelligent combination of

1. the Bridging-the-Dual-Gap Model of change (according to Rolf Balling – Professio) and
2. the Wave Concept (according to the Dolphin strategies by Lynch / Kordis)

In our experience, the interaction of both models provides the ground for an intelligent approach to change. This philosophy is also reflected in our logo.

The Bridging-the-Dual-Gap Model

The model distinguishes two axes and four resulting areas of action::

1. Hard and soft factors
2. Person and organisation

The Bridging-the-Dual-Gap Model is both check list and procedural pattern. Obviously, consultation and qualification when solely applied as singular measures frequently have only a temporary and isolated impact not sufficient to initiate real change or any substantial and long term effects. Simply applying methods and tools and imposing change from the top down will not be effective. Experience shows that if an organisation proves unable to convince a sufficiently large number of its members of the significance of change and fails to instil motivation for autonomous and responsible participation in change (field of action: "organisational culture" – lower right hand square of the graph), the change process will most likely fail.

A purely rational process orientation (field of action: "processes" – upper right hand square of the graph) ignores 75 % of the factors ensuring the functioning of an organization. An organisation's full potential can be mobilised only to the extent that an approach to change successfully addresses these factors as well. Since successful implementation also requires change at the level of attitudes and behaviour, providing appropriate support to all employees affected becomes essential. Of course, executives already face extensive demands on their time in the course of regular business as it is. Any project pursuing change will further reinforce this pressure. Our intensive training modules provide participants with methods and expert skills tailored to their needs, enabling them to better cope with this situation in line with their specific role and function (field of action: "role/function" – upper left hand square of the graph). Additionally, if change is to tap total potential, “adequate” behaviour and the individual approach of each employee will play a major role, especially in case of executives (field of action: "behaviour" – lower left hand square of the graph). Thus, training executives and other employees must be considered a key factor of success to be taken into account right from the beginning; training must be systematically planned and closely geared to the change process envisioned. Pace of implementation, quality and thus sustainability will not be satisfactory if all involved do not understand (and identify with) the objectives of change. For this reason, we assign utmost significance, for instance, to coaching, team development or executive training accompanying our change projects.

The Wave Concept

This concept was initially introduced in the 1980s by Lynch/Kordis in the context of their "Dolphin strategies". We have been applying and refining it for many years. It focuses on the core question, "how do I organise a reliably functioning change process supported by movement and sustained dynamism"?

It draws on insights from biology, research on chaos and the systems approach to organisational development prominent in contemporary management science, to name but a few, and emphasizes regularities of development derived from observing natural processes. Our experience has taught us that professional change management requires profound knowledge of such patterns. The Wave Model raises the question, "At what point in time is change called for?" The answer it has to offer may appear peculiar at first glance: "Change must be actively initiated at the point in time when an ongoing successful cycle appears to be coming to an end". At first, the approaching completion of a cycle may only be vaguely discernible, barely palpable (not obvious to most), while everything seems to be going well! However, why should anybody mad enough to trigger far-reaching change just as everything appears to be going great? The answer is simple. Because otherwise the environment will do it – be it market developments, competitors, partners, employees, colleagues – whoever and however. The fact that change may be imposed from the outside may appear a triviality; it is not at all trivial, however, if we note the important, indeed astonishing point in time suggested for change.

Based on this model, our “script” envisions organising a change process (in the four fields of action as defined by our Bridging-the-Dual-Gap Model) not just in successive waves. In addition, in the course of a wave, at two thirds of its distance, that is, before it has reached its climax, the following wave is initiated. In this way, we prevent change from simply petering out with no tangible effects once initial enthusiasm wears off – a process that has frequently been observed in businesses and is well-documented in a number of studies.

Following initial assessment, the specific approach and detailed design of the process is determined in close cooperation with management; in addition to our expertise and experience in implementation, this cooperative approach represents a core competency of ChangePartner.