Nonprofit Change management is an illusion

A Buddhist monk, a leftist guerrilla warrior and a technology executive walk into a bar called Changes.  “Ah the nature of change,” the monk says, “the world is always in flux, permanence is an illusion and attachment to permanence is the cause of suffering.”  The leftist guerrilla replies, “But Mao said there must be a great leap forward.”  The tech executive says, “Fast Company says change is happening faster than ever and we must always be the next big thing.”  The bartender shrugs her shoulders and asks how each of them is planning to pay for their beers.  “Everyone with ATM money again?” she says, “Go somewhere else to make your change.”

​Can you manage change?

​Sorry for the poor attempt at humor. People talk about change management and say that that is what they do. But can you really manage change? I believe you can be intentional about moving toward change. Yet saying you are managing change gives an illusion of control that I do not think is real in dynamic human systems. Organizations are human systems and are describes as “intelligent, creative, adaptive, self-organizing, [and] meaning-seeking” as Meg Wheatley described. While you can force change on people, I do not believe you can force people to change.

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Yet saying you are managing change gives an illusion of control that I do not think is real in dynamic human systems. ​

​A spark

​There typically is a spark that initiates the change. This could come from outside the nonprofit organization – a crisis, a major shift in the market, a new mandate or regulation. Or it could come from inside the organization in the form of a vision championed by either formal leaders or through a bottom up effort of informal leaders.

​Focusing the effort

​When done well, the organization will take advantage of the spark by being intentional in focusing the change effort. Is the organization ready to change and makes the best of the challenge or opportunity? How will leaders choose to invest the time, energy and resources into envisioning and implementing change? What new structures need to be created to support the desired change going forward?

​Meaningful dialogue

​Creating organizational change intentionally means taking time to thoughtfully design and engage in meaningful dialogue. Does the past need to be mourned before a new beginning can be imagined?  Is the environment safe enough for people to bring their whole selves to the endeavor?  If not, what will increase those conditions of safety?

​Systems of support

​Once the change is implemented –whether it is new goals and aspirations envisioned in a strategic plan or implementing a new technology system or building a new program – ensuring you have systems in place to support the new change and allow it to take hold is key. Identifying, harnessing and sharing stories of success can be a powerful way to help the change stick.

What change are you trying to make in 2020? Let's talk about them