What conditions help make organizational change better? Part One

You’ve likely heard about one of the most dangerous statements in an organization – ‘We’ve always done it this way.’ Have you ever experienced trying to bring in something new only to hear this statement or similar?

For system changes to happen, new information must be let in. Change is often a response to new knowledge, insights, experiences, or perspectives that challenge the existing status quo.

New information can come in various forms. It could be scientific discoveries, technological advancements, social movements, personal growth, or even simple conversations that introduce different ideas or viewpoints. When this new information enters a system, it has the potential to disrupt the existing patterns, beliefs, or behaviors, and can lead to a reassessment or reevaluation of the current state.

However, it's important to note that while new information is a catalyst for change, it doesn't guarantee change on its own. The reception and interpretation of the new information, along with various contextual factors, also play a significant role in determining whether and how change occurs. Different individuals or systems may respond differently to the same information, based on their pre-existing beliefs, values, and biases.

Overall, the introduction of new information is a fundamental element in the process of change, as it opens up possibilities for reconsideration, adaptation, and growth.

My next few blog posts will continue this series of what conditions AND what is important about them. It’s not enough to say what. There also needs to be a why. How is individualized and personalized by and unique to the organization.