Change is a word that comes with agony but everyone wants to improve right? So lets kill the change initiatives in favor of continuous improvment instead. Here is my Mojito (tool, methods, models etc mixed up in a delicious drink) to be used with common sense for applying cha…eh improvment.
These ingredients all serve different purposes, but they can complement each other when used together in the context of organizational change and continuous improvement. For instance can ADKAR pave the path for Kotters model and vice versa.
This framework helps us understand and address the challenges that individuals face during a change initiative. It provides a structured approach to managing change at the individual level, recognizing that successful organizational change is ultimately achieved through the successful adoption of change by its employees or members. It serves as a useful tool for change management practitioners and leaders to understand the human side of change and facilitate a smoother transition during times of organizational transformation.
This model was proposed by Jurgen Appelo in his book ”How to change the world”. Originally it was 4i but Jurgen applied his Mojito method to it and made it his by adding one more I. This model helps you understand how you must change the environment to be able to change peoples behaviour. Incentives, Information, Identity, Infrastructure and Institutions are the parameters you need to configure first.
This model helps you apply the right process to the right problem/opportunity. The model has four domains; each with their own approach on how to solve. So when you want to improve something, choose the right process with Cynefin. The model creates a better understanding of the complexity and uncertainty that can occur in the change process. By understanding the domain the situation is in, you can adapt your change strategy and approach to increase the likelihood of success in implementing the changes. It also makes you understand the difference between complex and complicated. A must have for any engineer.
The adoption curve
This curve categorizes people in seven stages of change maturity. From the change agents via the ambassadors to the actively unengaged laggards. Each stage has its own tactic on how to onboard them (or not). Near the top of the curve we have the tipping point – when the improvment is starting to spread and show results.
PDCA is a tool for organizations seeking to enhance their performance, foster a culture of continuous improvement, and achieve better results in their operations. The purpose of PDCA is to enhance efficiency, effectiveness, and quality by systematically identifying and implementing improvements. It is done by four steps in cycle: Plan, Do, Check, Act and the back to Plan again. Note that the step check gives us valuable metrics for our improvment. Here we ideally want leading metrics to show we are on the right way, not lagging metrics when its too late.
Kotter’s model is particularly useful when dealing with large-scale organizational changes and when there is a need to create a strong sense of urgency and mobilize key stakeholders to support the change. It focuses on the importance of leadership and the alignment of the entire organization towards the change initiative.