THE ROLE OF DISSATISFACTION IN CHANGE

THE ROLE OF DISSATISFACTION IN CHANGE

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The aged Akan adage states that “advice changes no man, but trouble surely does”. The relation between the change and its catalyst lies not in the trouble but rather in the amount of DISSATISFACTION of the current state presented by the magnitude of the trouble.
People change only when there is reason to warrant a change. The reasons may vary from individual perspectives but the underlining factor constantly remains the same. DISSATISFACTION of current state + a VISION of better future state is the basic underlying factors for change. Prime to the change effort is the amount of dissatisfaction evident in the effort. Without enough dissatisfaction, the vision of a better future is limited by the illusion of the current state. While dissatisfaction may come as an involuntary spontaneous reaction to problems and issues emanating from present state, it may pay immeasurable dividends to consciously access the level of dissatisfaction in the current state of your organisation. This is Achievable through an Organisational Capacity Assessment (OCA) conducted by a certified Organisational Development Professional. The OCAT is an assessment tool used in OD to bring to bear the true reflection of the organisation’s current state. While an organisation may portray on the surface, a healthy and high performing status to the public, an OCA into the organisation could reveal hidden tendencies and drawbacks limiting the true potential of the organisation. The OCAT allows the stakeholders in the organisation to identify with the issues and drawbacks of the organisation while taking due cognizance of the organisation’s successful strategies and procedures. The organisation in unison thereof, acknowledges the amount of dissatisfaction present in the organisation and together as a team, consciously makes an effort to change.

It is expedient without prejudice to say that every organisation needs to periodically assess itself using proven OD tools and models to brace and buckle up its own growth.

For more on Organisational Capacity Assessment, visit St Vitus OD Consult “The Most Trusted Organisational Development Consultants in Africa”


CHANGING FOR ORGANISATIONAL GROWTH

Change is an inevitable aspect of life. It is therefore necessary to undertake successful change efforts to foster growth and development. Successful change efforts are dependent on the effectiveness of the change model or formula utilized in managing the transition.

THE SCE FORMULA

                                                  SCE = D x V x Fs x B

Where:

SCE = Successful Change Effort
D.      = Dissatisfaction with the current state
V       = Vision for a desired Future
Fs     = First small steps to implement change
B.      = Belief in the desired future state

The working principle: No value < or = 0.

DISSATISFACTION: This underlines the amount of displeasure in the current state of the organisation. It calls for a reality check to identify the true worth of the organisation efforts a
against its performance. For there to be change, there need to be enough dissatisfaction to warrant the change. In an Organisational change process, it is important to uncover dissatisfying issues through data collection to give the need for change the needed attention.
VISION: Having identified dissatisfaction with a current state, a SMART vision of the desired future state should be carved into the minds of the people to perceive a more desirable future. This serves as a motivator to see the change effort though. It stands as a trophy for a successful change effort.
FIRST SMALL STEP: Just as the 1000 mile journey shall always begin with a first step, so does it follow in that, every successful change effort shall always begin with a first small step. This step may vary between persons, organisations and Visionary stand points. However, the emphasis lies in the ability to make a strategic step towards a desired goal or vision.
BELIEF: This may be described as the fuel kindling the fires of each strategic step. It is what keeps the vision alive and worth the effort. Every change effort requires a deep rooted belief in it success, outcomes and benefits.

                                                         THE ROLE OF THE CHANGE AGENT
The organisational Development (OD) Consultant otherwise referred to as the change agent has an exponential role to play in success of the change effort. While acting as a facilitator, the amount of clarity and trust may depend on the unique ability of the consultant to apply a proven formula of sustainable change.
The change agent shall be responsible without limitation to:
Bring to the fore, a true reflection of the current state through data collection and feedback.
This is intended to serve as a mirror for the organisation to see its shortfalls as perceived by the organisation itself thereby unearthing enough dissatisfaction to warrant a change effort.
Empower the organisation to see a better future through the eyes of the organisation itself thereby creating a vision a transcending beyond the current state of the organisation. The Consultant may be required herein to provide enough direction to create a vision which is Specific, Measurable, Achievable, Relevant and Time-Bound.
Engage the organisation in strategic planning. This is deemed as a tool that transforms visions and ideas into realities. It is the process that will stipulate the various steps in achieving the  the vision for a better future. The OD consultant may be required to facilitate a strategic plan to develop the vision into actionable steps.
Finally comes the belief factor. A change effort will not succeed unless the client organisation believes its ability and capability to change and sustain a desired future. This is inevitably the duty of the change agent to guide the organisation to trust in the process as well as themselves.

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“The  Organisational Development Professionals”St VItus OD Consult