When talking about change, it’s only natural to think about habits, new technologies and, perhaps most of all, a world whose complexities we don’t always understand.
Moreover, when talking about change, we’re more inclined to focus on constraints, on clashes and on difficulties.
But why is it so difficult to mobilise a community around change? The most likely reason is the multi-sector basis of change, both within an organization and in collaborative work.
Change refers to culture, structure and processes. And we can’t talk about change without talking about change management and change leadership.
In the first case, we rely on diagnostics to map out action plans that are consolidated following an evaluation. By developing grids and timetables, we can achieve results that are specific, measurable, realistic and temporal.
In the second case. individuals are the ones who are bringing about change. Guided by their own beliefs or paradigms, these leaders know how to mobilise people around issues that matter to them. In doing so, they help people find their own solutions and make changes in their behaviour. In such a case, the tools of change are none other than the leaders themselves.
The result is that we have individuals who are transformed by the support they received and who have renewed self-esteem. But the big winners are none other than the “beneficiaries”, in other words, the target clientele. That’s the difference between the two types of change. Change leadership focuses on individuals both as leaders or collaborators and as “beneficiaries”, because they also reap the benefits.
To be successful, and depending on the degree of change, we’ll need to realign ourselves or to undergo a transformation...but all of this can be discussed at the next lunch meeting.
Par ces billets, l'équipe de MeM vous tient informée de l'actualité du regroupement et de l'actualité en générale concernant les Saines Habitudes de Vie.