In the contracting process with clients one of the first questions I ask is, “What is the reason for this change?’”. The answers can have a business tone, can be the result of mergers or spin-offs, can be to increase innovation, could be technical in nature (changes in tools and thus “keystrokes”) along with many others.
Answers that are clear and can be interpreted and translated in the change process are surprisingly rare. The quickest answer is often, “because…”
So this in and of itself is an exchange and translation to be managed by the change practitioner early in the process. The response can be facilitated to a point where it makes sense and would be “communicatable” (a message that the practitioner is not afraid to deliver for its sensibility).
That message though is always from the speakers perspective. I have mentioned this term before (it is my own). It means communication that is a one way delivery and dissemination of information, like most speakers in front of groups.
The ultimate key to the change process is the translation and morphing of that message into one that has a listener perspective (in our case listener equates to stakeholder). Not the reason for change, but the reason TO change. My favorite of the 5 W’s, Why. Not why because, but why would I be willing to participate as one individual, especially if I also have to change (behaviors).
Getting to that message creates a change process that is people focused first, business second. I do not mean the touchy-feely “people are our most important asset” kind of people focus (although more power to the organizations that can actually make this work). I mean the kind that respects individuals to be aware of their organizations goals, strategies, culture and future.
The kind where no one hides behind the veil of a “because”.
