THE CHANGE EQUATION
2 The Change Equation
The Change Equation 1.0 CONTEXT
3.0 APPLICATIONS
• This simple and useful tool sets out the key pre-conditions for successful change to happen, and allows you to assess the degree to which they are present in your organisation. • The tool was originally developed by Richard Beckhard and, like all good models, it is accessible and has stood the test of time.
1. As a diagnostic tool at the start of a proposed change
2.0 HOW THE MODEL WORKS
The Change Equation:
c (a+b+d+e) > x
The equation proposes that Change (c) will only occur when: a dissatisfaction with the way things are plus b a shared vision of how things should be plus d knowledge of the practical first steps to get you from where you are to where you want to be plus e belief that change is achievable is greater than x the perceived costs of making the change. Costs can be financial, emotional, time etc.
• Review each of the elements of the change equation and give each a rating on a scale of 1 to 5, or 1 to 10. • For example, you could ask the following questions in relation to dissatisfaction. How much dissatisfaction is there? How is the dissatisfaction manifested in the organisation? On your rating scale, how dissatisfied are you with the organisation's current performance? How can this rating be justified?
2. Use it to design workshops or other events 3. Use it to “unblock”. What is in the way? How can you increase the chances of success? 4. As a tool to evaluate what has been achieved either part-way through or at the end of a change programme • Review and assign a rating to each element of the equation, at that stage in the programme. • Compare with diagnostics done at the outset of the programme to see what progress has been made. • For example, you could ask the following questions in relation to dissatisfaction: Has the level of dissatisfaction changed, and if so, how? What other interventions may be necessary at this stage?
5. As a way of structuring communications about change 6. Use it as a framework to get people talking about a proposed change
4.0 FURTHER READING Richard Beckhard and Reuben Harris:
Organizational Transitions: Managing Complex Change, Addison Wesley, 1987.
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