Group and Organizational Learning Processes

The pace of change is ever increasing and yet the ability of our organizations to lead effective change processes is still limited according to Peter Senge in "The Dance of Change". Senge suggests that we should stop viewing our companies as machines and thinking like mechanics and to start acting like gardeners. The change has to take root and grow if it is to survive and produce fruit in the face of employee and management resistance (still the greatest barrier to change).

Research carried out by The Global Future Forum in 2002 has found that as many as 58% of top executives in the Fortune Global 500 admit their organization is ineffective at managing radical change. Change initiatives fail because organizations choose to focus on business strategies and processes rather than on the people that will be affecting the change. Clarion Learning designs and delivers group and organizational learning processes that drive sustainable changes in organizations by focusing on creating new mindsets and behaviours rather than implementing new structures and processes.

This integrated approach becomes increasingly important as the intervention shifts from having a local or operational focus towards a more global and transformational focus. Change at this level becomes a question of leadership not management requiring commitment and cooperation between the global, regional and operational levels of the organization. Creating sustainable changes in this context requires time and resources.

Radical change creates fear and resistance. The greater the level of intervention, the more fear and resistance will be generated in individuals, groups and the organization. Successful change initiatives will engage both the heart and mind of the people affected.

Effective group and organizational learning processes enable individuals, groups and the organization to apply the learning within the system in which they operate and, by so doing, change the system itself. Change learning interventions with Clarion Learning consist of four phases (discovery, design, delivery and review). Our integrated approach is aligned with and drives the business and strategic process of change.

Group Processes

Discovery

Without the commitment from a team of leaders, change initiatives cannot succeed. Depending upon the level of intervention, that team of leaders is built at the local, regional or global level. A team of leaders is not simply a management group tasked with implementing the change. They must think, feel and act as a team.

The first step in the discovery phase is to facilitate the development of that team. This may include the clarification of a change vision and strategy. In addition however, the leadership team must clearly understand that the degree and quality of their cooperation will have a direct impact on their groups and teams and the organizational culture and will ultimately determine the success or failure of the change initiative moving forward.

The second step of the discovery phase is to carry out a learning audit with key stakeholders in the organization. The goal of this audit is to analyse current perceptions and shared mindsets, assess the organizational culture and systems and identify potential areas of resistance and opportunities for leverage ñ the tipping point of change. A powerful tool that we use during the perception gathering process is the Organizational Barometer©; a dynamic real-time diagnosis of your organizationís current thinking around change, need for change and change readiness. It is derived from the theory of the Four Rooms of Change™ - a unique and empowering model of change which was developed by the Swedish psychologist, Claes Janssen and deals with change, with what happens with people and organizations in change and transition and with how they can influence the change process.

The data that we collect is then presented to the leadership team together with our recommendations for the change learning intervention. It is also presented to all key stakeholders that participated in the audit to create awareness and insight, generate a sense of urgency and build positive momentum in the change process.

You can find more on the Four Rooms of Change™ here.

Design

When designing and developing change initiatives we focus on three levels of the organization - the collective level (the organization itself), the groups and teams that represent the organizational structure and the individual or personal level.

At the organizational level we focus on systems, structures and the distribution of power between organizational units. Which new mindset is required and what are the new behaviours that will flow from this mindset? How does the organizational culture support or hinder the business strategy? What can organizational units learn from each other and how can they cooperate with other more effectively?

At the group/team level we focus on new tasks, groups, self- and other perceptions, communication and cooperation. We use expectations exchanges and networking activities to clarify responsibilities and reporting lines and build trust in and between key groups. What kind of group dynamics can arise and how can they be managed?

At the individual level, we focus on people. They will need to deal with changed roles and responsibilities, their own hopes, fears and personal interests. Do they need to develop new skills, attitudes or behaviour? Are there real or felt threats or personal experiences causing resistance? Where do we need to challenge and where do we need to offer support in creating the desired mindset and behaviours?

No matter at which level we start implementing the changes, there will always be an impact on the other two levels. The change learning intervention needs to ensure that the different levels of change are aligned with and do not contradict each other.

Delivery

The implementation phase consists of a blend of large group interventions, leadership development, group and team learning, executive coaching, intercultural and skill-building workshops and feedback processes - depending on the specific learning needs.

Our core philosophy is that learning has the greatest impact when it is delivered with simplicity, in depth and through active involvement of the participants. Our consultants see their role as to facilitate the learning process and encourage individual, group and organizational learning rather than to simply present content. This supports the process of change and creates the business results that our clients are looking for.

Creating radical changes in the group or organizational context requires time and resources. A change learning process usually takes from twelve to eighteen months to create sustainable business results in the regional or global organization.

Review

Evaluating the impact of the learning on your business results - based on relevant and agreed Key Performance Indicators - is an effective way of measuring your Return on Investment (ROI) or as we say Return on Learning (ROL). In addition, the review phase is designed to anchor the change and the learning in your organizational culture.

A final management report will provide you with an insight into the current state of the culture, shared mindsets and the integration of change in your organization. We will also recommend changes to existing feedback processes and appraisal instruments to ensure that the new mindset and behaviours are positively reinforced and rewarded.

Change learning is not a workshop or a series of workshops. It is an integrated approach to group and organizational learning. We engage with your local, regional or global leadership team depending on the required level of intervention. The discovery, design, delivery and review phases all individually and collectively have an impact on the mindsets and behaviours shared in your organization. This ensures the successful implementation of your strategic change process to create sustainable business results.

If you believe your organization can become more effective at managing radical change, please contact us for more information.