Comment identifier et traiter les angles morts lors de la gestion du changement ?

Blind spots are part of the chance process. It is unlikely to think and to expect blind spots to not exist. What we can do to identify them and adress them in time is to build communication and feedback structures where blind spots can emerge.

I've found that effectively addressing blind spots is about holding up a mirror to; 1) the clients fears and feelings 2) behaviour 3) thinking. We might unpack challenges they've faced and question the resistance or failure to meet milestone in a gentle way, encouraging reflection and learning.

Change is the only permanent thing. It's important for any individual to be Change-Ready. Being Change-ready helps us to adapt to every situation and gives an edge to get an exposure to work with several teams and different projects. This also builds a neural path to take up challenges. As a Coach and Mentor, I would sit with my client and help them understand the team dynamics/ team performances basis the reports and data in picking members accordingly to reach their goals. Also help my client understand with the facts on how they have been working and is it helping them in a way to work with team, achieve the goal or face the changes in their work or thinking pattern.

1. Have a clear vision and purpose - why you want to do what you want to do 2. Communicate, engage with and onboard all those who are impacted by the change. Get their buy in and make tweaks as needed 3. Begin implementation but go small and tiny - one step at a time - don't overwhelm 4. Be agile - Reflect and adjust as you go Remember - 'Be fixed on your vision, but flexible on HOW you get there'

The biggest red flag on a change management process are those team members who resist the change and make it even more difficult that it already is. My executive clients have to deal with those tea members swiftly so they don't spread their negativity and skepticism to the whole team. I coach them on picking up a team member who is 100% on board with the change and use them as role model for the resistant team members and they get more buy-ins using this strategy.

I highly recommend exploring Change Models like The Influencer Model for its comprehensive approach. The model examines six key sources of influence—personal, social, and structural motivation and ability. It offers a framework for understanding and addressing factors that affect organisational behaviour and culture. The strength of this model is its holistic view, which uncovers both subtle and significant barriers to change. The Influencer Model's multifaceted approach effectively reveals blind spots and helps prioritise areas needing urgent attention, facilitating smoother and more impactful organisational change.

Especially when moving transforming towards newwork, selfmanaged-teams or an inclusive corporate culture, this brings about a lot of behavioural change for leaders. Letting go of control, becoming more transparent, forming a psychologically safe environment… all of that needs a shift in leadership-style. It is crucial for leaders to acknowledge their part in a transformation and that it is essential for them to learn and unlearn certain behaviours. Every uncovered blind spot will help them get closer to their goals.

Another way to get buy-ins around change from stakeholders is to go for the quick-wins by going for the low-hanging fruits projects to get into momentum and make bigger wave for the big change. A useful framework to use is the action priority matrix to identify the impact of projects.

When the productivity of the work gets affected, that's when we realize the blind spots and gaps in our work. As a leader it is important to address the blind spots, address on the resistances and manage the conflicts that arises. When the framework of situations and challenges are spread on the table, we have to pick team members and team in line with the Project goal and Organization's vision. Educating team about Vision, Mision and end goal of the project will enable the Leader to work together as a Team and address the blind spots.

The key to managing blind spots is being open to feedback and willing to adjust your approach based on what you learn. 🔆Feedback on previous change and let people know that you have learned by the mistakes. Add Q and A in the communications to address any concerns showing the new cultural approach to change. 🎉Encouraging a Culture of Openness and Curiosity - Foster an organisational culture where questioning and exploring are encouraged. When team members feel safe to voice concerns and explore possibilities, blind spots are more likely to surface. 🔆Use scenario planning to anticipate a range of possible futures. This can help you think through different outcomes and identify potential areas that haven't been addressed.

Collaboration and collaborative way of working will serve as an action plan. When we address the blind spots and the areas of gap and address/showcase the same to the team, it builds and awareness about the resistances and conflict areas. This in fact builds an accountability within the Team and sows the seed to build unity to achieve the Project goal as well as Organization's objective.

🔆Cross-Functional Teams - Create teams with members from different departments or functions. This ensures a variety of perspectives are considered, which can help in identifying potential blind spots in the change management process. 🔆Data-Driven Analysis - Use analytics and data to track the progress of change initiatives. Look for discrepancies between expected and actual outcomes, as these can indicate blind spots to address. 🔆Regular Review Meetings - Hold regular strategy and review meetings where team members can discuss challenges and progress. This can be a platform for bringing up issues that might not be obvious in day-to-day operations.

As change management is about leadership, make sure you have your strategy figured out. Define a purpose, your values and visions, so beneath the "plan" is a strategy your people can cling to. Cause as Mike Tyson said: "You have a plan till you get punched in the face" and if the plan does not work out, at least you have this strategic backbone giving guidance and motivation.

🔆Regularly Review and Adapt Plans - Change management is not a set-and-forget process. Regularly review your strategies and be ready to adapt based on new information or feedback. 🔆Focus on Data and Metrics - Use data to track the progress of change initiatives. Metrics can help identify areas that are not responding as expected, indicating potential blind spots. 🔆Leadership Training - Train leaders and managers in change management, emphasizing the importance of recognising and addressing blind spots. 🔆Post-Implementation Reviews - After implementing changes, conduct thorough reviews to identify what worked, what didn’t, and why. This can reveal blind spots to be mindful of in future projects.

Presenting Dashboards, data and figures at this stage will create an impact as the team is already aware of the blind spots and the gaps and now in a collaborative way the leader can work on the checklist and review the process. Also creating an environment to celebrate the past achievements of the team will increase the team spirit and team morale. This will in fact help Leader to chalk out the plan of action to each team member.

Especially in a change management process that takes time, even if it is well structured, debriefing and learning from each project, whether it was successful or a failure, is paramount. This step helps integrate wins and build that forward drive to keep going during the change management process.

I want to emphasis importance of what Nailah already said in such way: You should definitely implement culture of Adaptiveness and System Resilience to get to success. Means at least enforce: - Short feedback loops - Welcoming changes even later on by teams - Cross-functional adaptive people (Yes, people) - Adaptive budgeting - Adaptive roles - Continuous Improvement - Frequent retrospectives on each level (Executive is the most important) Because Facing Changes is constant for every business and should by characteristic of your system.

Once the Action plan is in place, next step is implementation of the same. It also helps the team to seamlessly work together through Process change, change management and stay together as a team supporting the Leader or Team manager and achieve the Project goal. Only learning that continues is accepting the fact that. Change is the only permanent.

Change is difficult. In my experience after quitting my 17 years corporate journey was a tough decision, I was sure about my pay checks coming month on month and had a defined function. I experienced resistance when I started on my own, but kept me going and still it does is that my purpose and vision to help people transform their ideas and challenges into a Business thriving story.. Every day is a new day, and it brings in surprises. It is the journey that has helped me expect one every day and I am happy to share the same.

People are unpredictable so be ready for unexpected feedback, as change is unsettling be prepared to make sure people are coping and not feeling left out of the process. Keep people informed and ensure that they have contributed to discussions and given their feedback that has been heard and acted upon.

One aspect that I consider extremely important to be able to identify blind spots is to seek open and honest feedback from team members, stakeholders and colleagues. This type of feedback can provide valuable insight into blind spots that may not be immediately apparent. Create a safe and supportive environment where everyone feels comfortable sharing their observations and concerns.

I find that one effective approach is to facilitate a culture of open communication and continuous feedback. Encouraging teams to voice concerns and observations often brings to light issues that might not be immediately apparent. This process not only helps in identifying blind spots but also fosters a sense of ownership and collaboration among team members. Additionally, involving a diverse set of perspectives in the planning phase can preemptively address potential blind spots. This ensures a well-rounded view of the change impact and paves the way for more inclusive and effective solutions. Finally, I find that periodically stepping back to evaluate the progress, understand the challenges and adjust the strategies can be instrumental.

My greatest learning in change management that it's not about management at all. It's about leadership, meaning people leading people through the (often) scarry mess of transformation and into the unknown. Mistakes are: 1. Management pretends to have a plan for change. When long lasting successful change is all about experimenting together and finding the best solutions together - agile thinking 2. Mental health is not addressed at all, and people are constantly triggered due to the feeling of unsafety, fears of loosing positions and their survival brain goes wild. Understanding how the brain works and that change processes work like grief processes for the individual makes a big difference and is highly recommended.