We’ve been talking in the IDA office and imagining what it might be like to live in precented times rather than the unprecedented era we find ourselves experiencing these past years. Yes, it’s a bit cheeky to poke fun at the constant change that is upending our lives, like community health crises, conflicts in the world and court decisions altering decades of law. And then there’s this national election coming down the road. I suppose the times we live in indeed reinforce the adage that the only constant is change.
In many ways, our work as city builders reinforces that fact since almost every city is constantly changing, with new buildings and old ones being renovated and an economic landscape that keeps shifting. So, just like our cities, our organizations and the individuals within them must adapt to these changes to remain relevant and successful. I find the Lippitt-Knoster model, developed by Mary Lippitt and Timothy Knoster, is a valuable tool for navigating these changes.
The model outlines the essential ingredients for successfully navigating change AND provides insights into what may be lacking if challenges emerge. Just remember the six elements below are interconnected. If any one of them is missing or inadequate, the change initiative will likely fail.
- Vision: A clear vision is like knowing where you want to be in a city. It’s the destination you’re aiming for. You might wander aimlessly without a vision, missing out on the best opportunities. In the context of organizational change, a clear vision provides direction and motivation for team members. Team members will feel confused, directionless and disengaged when a vision is missing or unclear. Therefore, set a clear, compelling vision to provide a shared purpose and direction for all stakeholders, motivating them to embrace the change.
- Consensus: Imagine trying to navigate a city with a group of friends who all have different destinations in mind. It would be chaotic, right? Consensus is like agreeing on a plan with friends. It ensures everyone works towards the same goal, making the experience more enjoyable and efficient. In organizations, consensus is essential for building buy-in and overcoming resistance to change. It involves effective communication, negotiation, and addressing concerns. Without consensus, the team will feel alienated, unsupported and even resentful of the change.
- Skills: You wouldn’t attempt to hike a mountain without the necessary skills, would you? The same goes for navigating change. Having the right skills is like having the tools to navigate a city effectively. In organizations, employees need the skills to implement changes successfully. For example, if the organization is implementing new technology, employees might need training on how to use it. Employees lacking the necessary skills will feel anxious, overwhelmed and incompetent, leading to decreased morale and performance.
- Incentives: Imagine exploring a city without any motivation. You might lose interest quickly. Incentives are like rewards that keep you going. They could be delicious food, a unique experience or simply the satisfaction of seeing something new. In organizations, incentives can motivate team members to embrace change and contribute to its success. Without incentives, team members feel undervalued, unmotivated and less likely to support the change, and it will be slow to happen. Motivate the team by offering incentives, such as recognition, rewards or promotions
- Resources: Think of resources as your toolkit. Do you have enough money for transportation, food and souvenirs? Are you comfortable walking long distances? Having the necessary resources will make your exploration more enjoyable and stress-free. In organizations, resources are essential for supporting change initiatives. For example, if the organization implements a new process, it might need to allocate additional training, technology and support resources. Insufficient resources will undoubtedly lead to frustration and delays.
- Action Plan: A plan is like a roadmap. It helps you decide where to go and when. Without a plan, you might miss important attractions or waste time navigating back and forth. In organizations, an action plan provides a clear roadmap for implementing change. It outlines the steps that need to be taken, the resources required and the timeline for completion. The plan should be communicated clearly to all stakeholders. Without it, team members will feel uncertain and unprepared, and you shouldn’t be surprised by several false starts.
By following the Lippitt-Knoster model, organizations can navigate change effectively and achieve their goals. Just like a thriving city that adapts and evolves over time, organizations can also navigate change to remain relevant and successful for decades to come.