When a company embarks on a strategy to take the business and its operations in a new direction or to find a new way of working, the decision to change becomes the catalyst for organisational transformation. writes Brett Lindsay, Digital Philosopher & CEO of BIGBrave Strategic Design Firm.The secret to successful transformation lies not in focusing energy on fighting the old, but instead, on building the new. Adaptation is essential for survival and to achieve a desired outcome, however, change is not a simple switch that can be flicked, nor is it always assured that change will produce the right result. This is where Strategic Design can be instrumental in shaping and guiding the process of organisational change.
Strategic design – the transformation flame
Change without a real plan generally leads to exhaustive effort, missed deadlines and increasing costs. Strategic Design that carries out the principles of Design Thinking ensures that any transformation project carried out in an organisation is planned out according to what is desirable, feasible and viable. Then why is change so difficult? People are by nature change-resistant, which is counter-intuitive given the fact that adaptability is the key to survival in evolution.
We have become so concerned with maintaining the status quo, that change has become a source of fear. “If it ain’t broke, don’t fix it!” However, there are many different types of change – some hurt, while others are great and make our lives easier. Design Thinking facilitates the integration of true innovation through the inspiration, ideation and implementation of projects that bring about change.
When ideas and information are carefully considered with empathy for the business and its people, it can yield positive results for all involved. Companies struggle with change largely due to past negative experiences in which the change was not designed or guided. It’s likely that such change was treated as a switch, which can cause a shock to the system when forced onto people without consideration for, or collaboration with them.
This kind of change is usually expressed through a “From now on…” statement, creating a corporate culture of immediate do’s and don’ts that does not nurture a culture of participation. Instead, people keep their heads down and fly under the radar to avoid being noticed for the wrong reasons.
Corporate change shouldn’t have to feel like ripping off a Band-Aid and by approaching transformation with openness, we can tap into great ideas and opportunities to inspire curiosity in everyone involved by re-framing the process as “How might we change?” This enables a change that is a consensual, collaborative, and iterative instead of an instantaneous switch.
Designing change
Strategic Design provides a practical methodology to inform the transformation journey. It is inclusive in the way it allows for collaboration with many stakeholders while still empowering decision makers. It is constructive in its ability to reveal hidden potential, talents, and ideas.
Furthermore, the value of innovation is unlocked through each iteration by moving through the process from inspiration to implementation. In essence, Strategic Design doesn’t focus on change for the sake of change, it focuses on change for good and change for the future. Change because we would like to, not because we must. It facilitates the change that people within the organisation want most for their business, and for the way they would like to work.
We can bring innovation into everything we do through inspiration, ideation and implementation that focuses on the desirability, feasibility, and viability of any outcome.
Collaboration rules out resistance
People are likely to oppose change when it feels like it is the will of one person being imposed on them. When people choose to change it is because they have been given the opportunity option to collaborate on the decision to transform. Through effective collaboration, ideas can be validated or improved, ensuring that the right decision is made for all affected for the right reasons.
By building on the ideas of others and considering the insights from a wider community, this results in a more informed decisions being taken. As such, taking the time to nurture a culture of collaboration within the organisation is critical to successful transformation. A company where ideas aren’t voiced, heard, or implemented because the opportunity wasn’t given, becomes a self-limiting organisation destined to be a victim of change rather than a champion of successful transformation.
Creating a safe space for sharing
As much as we would like it to, collaboration doesn’t just happen. Cultivating collaboration requires the creation of psychological safe spaces for everyone involved. If people don’t feel safe to share their experiences without the fear of ridicule or disregard, they will keep their ideas to themselves.
This means people remain task-oriented, instead of becoming solution-focused. People in a psychologically safe environment contribute their ideas and opinions towards the greater good of their colleagues, company, and clients. Collaboration unlocks true potential and allows an organisation to tap into their most valuable resource – their people.
Jetpacks for everyone
Inclusivity in collaboration means welcoming ideas and insights from a wider audience rather than just a minority or marginal few. Every point of information, insight and idea adds a valuable perspective when addressing challenges and is useful in creating a solution that not only works well for the organisation, but is likely to be adopted by employees, users, and clients as well. Inclusivity acknowledges that there are more solutions than there are problems. When groups of people exercise curiosity instead of judgment, they provide the opportunity to hear, understand and build on the ideas of others. On the other hand, being judgmental is largely unproductive. The same energy spent knocking down an idea can be better spent building up an idea to find the best possible solution. Instead of “That will never work”, it’s more productive to ask, ‘How might we improve it or ensure its success?”
Bringing people together with empathy and intentional interaction provides the foundation for engaging collaboration through real, positive insights that will improve the overall outcome. In short, judgment acts like gravity boots, while collaboration that focuses on curiosity is the surest way to put a jetpack on an idea. That’s what Strategic Design aims to achieve – wings for every idea that is desirable, viable and feasible and Jetpacks for everyone.
When we realise that we’re all in this together, we might just be able to challenge convention in every part of our human existence while focusing on finding better ways of living, loving, learning, and earning.