We have looked at the different approaches to goal setting – Tinkering, Overhauling – and the different approaches to managing change – Planning, Improvising.
The Tinkering approach to change deals in incremental improvements, while the Overhauling approach to change deals with broader goals. The Planning approach supposes the future can be predicted and thus controlled, while the Improvising approach supposes the future is unknowable and thus can only be reacted to. Each of the first two can be combined with each of the second two, giving four agenda types.
This gives us four broad agendas when it comes to change in an organisation: Traditionalist, Developer, Adjuster, and Revolutionary.
Traditionalist: Tinkering and Planning
The Traditionalist agenda emphasises re-integrating the past into the present.
The Traditionalist mindset believes that the successes of the past, and the experience of history, should guide the actions of the present. This usually leads to a change agenda which in some way seeks to return an organisation to ways of working, or direction, etc. that have been used in the past. They are not against tweaking the approach slightly, but fundamentally believe that history is cyclical.
This agenda can control impulsive actions, but equally constrain rapid action and innovation. There is also a danger that there is no parallel situation in the history of the organisation, meaning that new opportunities or new risks can be unmet by this agenda.
Developer: Overhauling and Planning
The Developer agenda emphasises a clear and defined end goal, and creating a methodical plan to get there.
The Developer believes that a clearly defined goal can be reached through a series of well planned discrete steps. They like approaches such as Six Sigma, with its clear processes, known inputs, known outputs, and clear goals.
This agenda can lead to great improvements, but struggles to achieve them in a timely manner. The process involved can slow down change significantly, and the narrow focus on the defined goal, even if a large, overhauling one, can mean that the goal is out of date before it is achieved. However, studied anticipation can mean problems are less likely to damage the progress.
Adjuster: Tinkering and Improvising
The Adjuster agenda emphasises making the right change at the right time, when external circumstances dictate.
The Adjuster lives in the present, and reacts to the circumstances that present themselves. They believe change is necessary only when the external environment dictates it. They will rarely if ever be the first mover in an industry, but they are very aware of industry trends, and will make the change when they feel the need is clear.
This mindset is cautious, but active. It is very aware of the external environment, and is not opposed to change on principle. However, they will rarely lead, and run the risk of missing the boat if they mistime the organisations’ change. They are very adaptable, and roll with the punches.
Revolutionary: Overhauling and Improvising
The Revolutionary agenda emphasises the overthrow of the current model, and its replacement with new ideas.
The Revolutionary believes that a complete overhaul of the business is necessary for its continued health. The current processes should be radically changed, their unit should be completely reformed, and so on. They also approach this without feeling a need for a clear plan on what to do, preferring to react to circumstances and adapt as issues arise.
This approach will push the organisation to their limits, while enabling them to be nimble and adaptive to change. It eschews incremental change, believing it is a distraction to the vital work of a complete overhaul. There is a danger of Revolutionaries becoming distracted by the new big idea, meaning the organisation never completes a change, and just keeps changing goals over and over.
Look over your list of stakeholders. Do you recognise these agendas in them?
Don’t stop there, though – examine your project. Where does it fall in this set of agendas? Who is naturally aligned with this way of working? Who isn’t?
Given this recognition, do you think there are different ways you can approach them to get their support for your project?
Trevor Roberts is a programme and project management consultant and the founder of Dull Industries – a consultancy focused on project turnaround, AI implementation, and digital strategy.