Momentum towards useful change

How to Think Differently to Drive Results Innovation Training and Development 

Michael Cardus

Imagine a solved version of the problematic situation by:

• making exceptions into the rule,
• changing the location of the complaint pattern,
• changing who is involved in the complaint pattern,
• changing the order of the steps involved,
• adding a new element or step to the complaint pattern,
• increasing the duration of the pattern,
• introducing arbitrary starting and stopping,
• increasing the frequency of the pattern,
• changing the modality of the problematic behavior.

– Steve de Shazer – Clues pp 99

Each of the above suggestions for change that is different are useful as a skeleton-key to break a pattern and cause you to take notice of what is different and what difference that makes.

I am cautious about the work ‘imagine’  because it may lead us to believe that we are creating a utopian end point.

I’ve argued before that utopian end points ignore the past, create self-imposed stress, and increase resistance due to the fact that they are generally achievable.  In this context imagine is used to hold and slightly vary a pattern of thinking that we currently have in the face of the problem.

Leadership, change, problem solving is contextual interaction. There is an example of something that is a problem and it is worth improving. Knowing the context and observing the interactional difference within the suggestions above may be a skeleton-key that is close enough to open the door to cooperation, then create some momentum towards useful change.

The difference is where the progress is found

Michael Cardus

Note the differences between any hypothetical solutions and the complaint. – Steve de Shazer – Clues pp 99

IN EARLIER POSTS I SHARE 4 USEFUL AREAS TO LOOK FOR PROGRESS CLUES OF CHANGE:

1. Change happens when it seems reasonable
2. Exception to the norm is change
3. Change through a small nudge
4. Digger deeper taints change through assumptions

Noticing what is different and putting difference to work is a task of leadership. When leaders notice what is different and are able to put difference to work they are noticing how change happens, where change matters and what difference it makes to the team.

We become myopic and solipsistic when challenged and resisted. A wonderful response that works, otherwise it would not happen. This can be a counter-intuitive. In some change efforts the idea is bad and resistance is what’s needed. As a leader being thoughtful about difference and a bad idea are a useful leadership capacity.

As you listen to the change documenting, actually writing down, differences teams and people share between the change that seems reasonable and the complaint / resistance may create enough of a landscape to make the next decision.

The difference is where the progress clues are found.