CHANGE MANAGEMENT (CM) PROGRAMS

Including skills for acceptance of change and uncertainty (VUCA)

MAIN OUTCOMES

When change management is put into action as taught and practiced …

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Being comfortable with change and making mistakes

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LAB (listening, accepting, and building on other's ideas)

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More at ease with sudden changes and uncertainty within their position

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Embrace failure early and often in your projects as a form of experimentation for learning and discovery.

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demonstrate the "yes...and" principle of AIM in action - giving and receiving, keeping the energy through active participation.

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feel comfortable thinking and acting left-field.

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tolerate uncertainty

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develop moment to moment in collaboration with others.

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observe how subtle behavioral cues convey depth of meaning

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Become more agile and responsive to changing circumstances

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Willing to listen to other opinions or ideas, contrary to theirs and take them seriously

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Easier to make decisions without all the information or information confirmed

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Pick up the individual components of LAB: focused listening, active accepting and building on whatever whoever is opposite them said.

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practice letting go of preconceived ideas about what is in front of us.

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explore seeing the same thing from a variety of perspectives (resilience).

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feel free to shift gears in real time as the story in front of you progresses in potentially unpredictablely.

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be focused on others and have each other's back

🕕 4.5 HOURS IN TOTAL

🏢 MAX. 3 SESSIONS

👥 6-15 PARTICIPANTS

📍IN PERSON OR VIA VIDEO

Participants will take part in over a dozen fun activities, each designed to enhance the  Human Intelligence of your participants. These activities deal with resilience, mental agility, flexibility and being at ease with new information. All together, we’ll identify and dismantle the root causes of fear of change. This will steer teams towards a more efficient and productive work dynamic, enabling staff to perform at their peak.

All in a positive and psychological safe environment. All while having fun.

WHAT REBOOTER GROUP CAN DO FOR HUMAN CHANGE MANAGEMENT (hCM)

hCM is crucial for organizational growth, especially in post-COVID world where employee needs, Generation Z, VUCA and AI are prominent factors. VUCA stands for: Volatility, Uncertainty, Complexity, Ambiguity. Leaders must grasp both the human and technological aspects within their organisation concurrently. This trend aligns with the idea presented by Weick in 1998, describing a world of discontinuity and unpredictability, much like the VUCA environment we see today.

Instead, some stay rigidly focused on processes and neglect human-CM (e.g. poor uptake of employee feedback), and this can directly lead to ineffective communication, decreased morale and engagement. If continued, it can diminish an employee’s sense of agency and increasing uncertainty. Trust, engagement and performance decrease, while resisting change (often a defensive mechanism for job survival). Innovation becomes stifled, and eventually people start thinking of trying a new employer.

 

When Applied Improvisation methodologies (AIM) are blended into CM, you get a more broad-ranged hCM. As AIM directly deals with uncertainty in a non-threatening way, it increases tolerance for uncertainty, enhances divergent thinking, and improve well-being1. Employees are more engaged and creative, and develop a ‘group genius’ (more innovative-friendly). This safety means they are more comfortable with change, with listening, accepting, and building upon other ideas, and feel valued and involved. This can promote a strong sense of ownership of the organisation among staff.

Through hCM, teams might work without detailed task assignments, using a broader vision to guide their actions. They might adopt iterative approaches to adapt to changes and uncertainties or combine new methods to solve problems and seize opportunities. Essentially, successful leaders and teams in a VUCA world are those who can think quickly, innovate, and view situations from multiple perspectives.

The flexibility and agility and support from decision-makers makes the process of change smoother. Staff become more responsive to changing circumstances and uncertainties. Leaders adopting AIM can adapt swiftly, innovate, and align different departments towards common goals. This fluid approach to hCM, crucial in the dynamic 2024 business environment, allows for quick adaptation and encourages innovation.

Overall, hCM + AIM addresses structural and process changes and ensures that the workforce is engaged, supported, and equipped to handle the complexities of change. Organisations foster a dynamic, innovative, and responsive management style, better preparing employees for change.

The argument concludes that in a world where plans can change unexpectedly, being comfortable with uncertainty and willing to improvise is not just beneficial but necessary. It’s about moving forward despite uncertainties, using improvisation not just as a skill but as a mindset for navigating the complexities of today’s world

 

1 This paper replicates a prior finding that Improvisational theatre training can improve divergent thinking (e.g., Lewis & Lovatt, 2013), and provides new findings that it can boost positive affect and increase uncertainty tolerance relative to other social interactions.

Peter Felsman, Sanuri Gunawardena, Colleen M. Seifert (3/2020), ‘Improv experience promotes divergent thinking, uncertainty tolerance, and affective well-being’, Thinking Skills and Creativity’, https://www.sciencedirect.com/science/article/pii/S1871187119302470?via%3Dihub

Addressing this gap, we show that higher degrees of improvisation are related to higher degrees of network adaptation and that the nature of the opportunities acted upon is also a central determinant of the need for adaptation to the foreign network.

Mikael Hilmersson, Martin Johanson, Heléne Lundberg, Stylianos Papaioannou (17/11/2020), ‘Opportunity novelty, improvisation and network adaptation in the internationalization of Swedish SMEs’, Thunderbird International Business Review’, https://onlinelibrary.wiley.com/doi/full/10.1002/tie.22182

Improvisation can potentially generate value to the company in terms of prudent change management, adjustability to adopt best practices as well as adding flexibility and innovation (Kamoche, Cunha, & Cunha, 2002; Leybourne, 2006).

Darwina Arshad , Rizal Razalli , Lily Julienti , Hartini Ahmad & Rosli Mahmood (18/8/2015), ‘Exploring the Incidence of Strategic Improvisation: Evidence from Malaysian Government Link Corporations’, Asian Social Science’, https://www.academia.edu/28778345/Exploring_the_Incidence_of_Strategic_Improvisation_Evidence_from_Malaysian_Government_Link_Corporations?email_work_card=title

WE WILL BUILD A CUSTOM PROGRAM FOR YOUR NEEDS

① Let’s just start chatting

OR

② What can you tell us beforehand so our conversation can be the most productive?

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