The Power Station of Decisions and Actions

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The Power Station of Decisions and Actions

A place where concrete actions are launched

Members: 4
Latest Activity: Apr 20, 2010

Although large parts of the Change Journey are about reflection and dialogue, actions are important to implement change. The same is true for decisions. Without decisions, there are no actions. Without actions, there is no change. Many change projects get stuck in endless reflection and discussion rounds and nothing gets done. On the other side, if activities are implemented without the existence of trust, many people will boycott them and will try to make sure that the project fails.

Every social system including organizations has its explicit or implicit rules of how and by whom decisions are made and how activities are launched. As we have seen in systems with a high degree of bureaucracy (this can be public and private organizations), taking decisions and launching activities can take a long time. On the other side quick decisions and actions which are not properly communicated and to which people do not buy in create resistance and cause the system to become unstable.

To create sustainable change, the teams leading the change effort have to make a purposeful decision about who needs to be involved in the decision process.


Th figure above is based on a design Peter Senge has provided in his famous Fifth Discipline Fieldbook. It shows the different steps of involvement and participation in change processes:

"Telling" means that decisions about the change process are taken on the highest managerial level. Stakeholders / employees have only the choice of accepting the top-down plan or to leave the system. Implementing an entire chance process top-down leads to frustration and refusal of co-operation.

"Selling" means that change plans are designed at top-level and stakeholders are invited to join in--the change is advocated. The limitation of selling lays in the fact, that the top management wants to hear a "yes", and the staff wants to hear that they will keep their jobs. So, most will give a compliant "yes", which is not a safe base for commitment.

"Testing", whilst still a top-down approach, lays the vision out for inspection by the stakeholders and asks for their comments. The management intends to find out whether stakeholders support the change process, and opens up for proposals. Testing can be done on a limited scale ("piloting") perhaps better to expand, to differentiate between representation and piloting, but could also concern the whole system. The vision remains as is, but the way to reach the vision is subject to negotiations between the different stakeholder groups.

"Consulting" is the preferred mechanism for a management that recognises that it can not possibly have all the answers. Consulting the stakeholders about the change, strengthens the vision of change. In recent time, many tools have been developed to allow a large number of stakeholders to participate in the planning process. However, such a process takes time and requires commitment at the top-level to correct initial decisions.

"Co-creating" means developing a vision jointly with stakeholders from the very beginning. It secures the highest degree of ownership.

Questions for Deeper Exploration


  • Where all our actions come from?
  • What are our leadership patterns and how do they need to change?
  • How can we take decisions in times of uncertainty?
  • How can we encourage people to be courageous?

Agora

What Tools Would You Use in the Station? 1 Reply

Please add tools, practices, links, articles etc. for sustainable decision making and joint action planning.

Started by Holger Nauheimer. Last reply by Holger Nauheimer Mar 7, 2010.

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Comment by Daniel Bassill on March 13, 2010 at 5:17pm


In the chart showing "change process" it seems that final stage is agreement on common goal or strategy. Are there additional charts that show how an organization, or network, stays focused on that strategy for a decade or longer?

The chart I've put here is a "pipeline to careers" chart. It shows that if kids live in high poverty, support needs to reach them early, and stay connected as they move through school and into jobs. For each youth that might mean 20 or more years of age-appropriate support from a community or network of organizations.

The schools, or non-school organizations, that connect youth with needed supports, each need to become "good, or great" at delivering these supports, and they need to remain great for the entire 20 year journey of each youth.

Do you know of people mapping this process for different social sectors, such as education, poverty, environment, etc. As difficult as it is to get a consensus to work together on a project, I think it's even more difficult to keep the group working, and improving, over the many years it takes for the project to have the desired impact.
 

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© Vesa Purokuru & Holger Nauheimer, 2010.

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