The compass of change
To identify the key entry points for starting a project
- Structuring the process of supporting people through change
- Identify the actions to be prioritised and where to put the energy
- Identify where there is a blockage in a change process, to introduce fluidity and agility
The compass of change is an essential tool for structuring the process of supporting the transformation and the people. It is made up of four cardinal points that give priority to the actions to be taken and where to put the energy.
Cardinal points described on the website www.nouvelletrace.fr as:
- Meaning and Vision : There is no commitment and autonomy without sharing meaning. This is the foundation of any project to unite teams and free up energy.
- Authentic talk helps to remove fears and the weight of egos in order to accept others in their differences. It creates a framework of security that is essential for releasing collective energy.
- Talents : Collective creativity is based on the expression of each person's talents, which are often unrecognised. Talents release confidence and positive energy to get moving and face uncertainty.
- Autonomy strengthens individual commitment and the feeling of usefulness. Cooperation is the best system for managing complexity and stimulating creativity to better adapt.
This compass provides both a support framework and a diagnostic tool to identify the keys to entry at the start of a project.
PUT INTO PRACTICE
Build your compass of change and define the 4 cardinal points.
1. Sense and Vision
- Does the meaning of change resonate with you?
- Does the change satisfy your needs for security, future, recognition, participation?
- How does the vision for the change align with your values and mission?
2. Authentic talk
- In the change process, what space is left for free expression, both for the manager and the employee?
- How can you express your emotions and fears in particular without fear of being judged or sanctioned?
- How can you express your disagreements without fear of triggering a conflict?
- How are talents recognised?
- How will change allow for growth, development and elevation?
4. Autonomy and cooperation
- What room is left for spontaneous initiatives, even if it means failing? What room is left for error?
- How are responsibilities defined? How does everyone take responsibility?
- How is the scale of decisions established?
- How are employees involved in decisions?
- What is the place of collective intelligence?
- What is the place of creativity and innovation within the company? Are they encouraged and valued?