Just because an organization has developed a solid technical solution does not mean it will be successfully implemented. It’s the human element – not the technical element – that often derails a project. Leaders must pay as much attention to engaging the organization as to the solution.
Here’s how GE expresses this phenomenon in a simple equation: Q x A = E, where the Effectiveness (E) of your solution equals its Quality (Q) times its Acceptance (A) by the organization. Note that Q and A are multiplicative, not just additive: Changes with high Q and low A stumble and falter.
The Wunderlin Company uses the GE CAP (Change Acceleration Process) approach for change leadership. We’ve been training and consulting with leaders on this process for more than 20 years. Working with organizations, we share concepts, tools, and techniques that build change leadership skills. CAP enables organizations to increase success and accelerate the change implementations. We help leaders create a shared need for the change, understand and deal with resistance from key stakeholders, and build influence strategies for the change.
From Changing Times
Articles on Change Acceleration
- How Leaders Drive Change
- Using Facilitation to Achieve Success
- What Is Working Around Here? Positive Image. Positive Energy. Positive Action.
Change Acceleration Resources
- “Change” by Charles Fishman, Fast Company, 1997. 10 laws of change that you can use to gauge your development as a change agent in an era of total change.
- Leading Change by John P. Kotter, 2012. A truly accessible, clear and visionary eight-step guide for those who must implement change, and do it with a sense of urgency.
- Switch: How to Change Things When Change is Hard by Chip Heath and Dan Heath, 2010. An explanation of the puzzle: Why do some huge changes, like marriage, come joyously, while some trivial changes, like submitting an expense report on time, meet fierce resistance?
- Transitions: Making Sense of Life’s Changes by William Bridges, 2004 (25th anniversary edition.) A classic and very readable book, providing a personal and organizational model for understanding what happens to us in transitions, both planned and unplanned.