| We are so naturally focused on the "left brain", | | | | experiencing? |
| structured, analytical aspect of change and how we | | | | Perhaps we can open up to the idea that there is |
| manage it - it's as though it's our hard-wired default | | | | rather more going on than we initially realise and that |
| setting. | | | | the best way forward is to develop our ability to |
| However, there is another perspective, maybe another | | | | sense, feel or experience the wider dimensions of |
| dimension, to how we interact with change - a more | | | | what is actually happening? |
| "right brain" approach - and in this short piece I want to | | | | And perhaps we can pay more [if not equal] attention |
| take time out for reflection - and to try to experience | | | | to the perspective of the Tao of change as we do to |
| that wider view - the Tao of change... | | | | the apparent solidity and certainty of the logic of our |
| Being fully aware of what is going on | | | | structured management processes? |
| I sub-headed this piece "Zen and the art of change | | | | Or to put it another way, maybe we can experience |
| management" with my tongue slightly in my cheek - | | | | the Tao of change as we develop our capacity to be |
| and with passing reference to Robert Pirsig's 70's best | | | | in tune, to get "in the zone" or put it another way, to |
| seller "Zen and art of motor cycle maintenance". I am | | | | "go with the flow"? |
| not proselytising Buddhism or indeed any particular | | | | "Knowing others is intelligence; knowing yourself is true |
| religious perspective. In the sense that I am using the | | | | wisdom." [Tao Te Ching] |
| word, Zen simply means present moment awareness | | | | The being is as important as the doing |
| - to be fully present NOW. | | | | Why does all this matter? |
| To be fully present now, is to be fully conscious.So the | | | | As leaders of organisations experiencing change how |
| Tao of change - the way of change - is to be fully | | | | we are is as important as how we do it. |
| conscious of what is happening. | | | | People centred leadership that recognises the |
| Do we really manage change? | | | | emotional dimension of leadership - and that addresses |
| We speak about "change management" as though | | | | the emotional reality of those we are responsible for |
| change is something that can be managed, engineered, | | | | leading - demands a high level of self-awareness and |
| controlled and navigated. | | | | emotional intelligence. |
| Of course, at a level and to an extent all of that is true, | | | | In an interview [with Stephen Bernhut in "Leaders |
| in the world as we see it - the world of apparent | | | | Edge", Ivey Business Journal May/June 2002] Daniel |
| reality. | | | | Goleman said:"First, you have to reach within yourself |
| But at a deeper level, maybe it is not quite so true - | | | | to find out your own truth, because you can't be |
| maybe there is rather more going on in the Tao of | | | | resonant if you're clueless, if you're pretending, or if |
| change...? | | | | you're just trying to manipulate people. |
| Could it be that we are change? | | | | You have to speak from your heart, and you have to |
| What if we are not separate from our organisations... | | | | do it in a way that speaks to other people's hearts. So |
| and what if our organisations are not separate from | | | | it takes authenticity." |
| their immediate external commercial environments... and | | | | In my experience, this is key to leading your people |
| in turn, what if all of this is connected and interacting? | | | | along the Tao of change. |
| Could it be that everything is change - so | | | | So where does all this leave us? |
| metaphorically at least - it's all one great big | | | | As we work out our strategies for managing change, |
| interconnected process? | | | | and as we lead our people through change, we need |
| Because, if so, to talk of managing change is a | | | | to be aware of the wider dimensions of the Tao of |
| nonsense because we are change. | | | | change. |
| A more intuitive approach? | | | | The financial and process aspects of business matter, |
| Of course the difficulty with all of this is that we can't | | | | but ultimately it's not just about the money or about |
| see this big interconnected process, we can't | | | | change management "processes that work" - it is |
| intellectually grasp it and we certainly don't feel it. And | | | | about people. |
| for many of us even contemplating the idea of the | | | | Understanding the Tao of change is all about |
| Tao of change or any of this causes us to feel a level | | | | understanding people. |
| of resistance. | | | | And understanding people starts with understanding |
| Perhaps we could approach all of this on the basis of | | | | ourselves: "Mastering others is strength; mastering |
| paying a little more attention to our intuitive perceptions | | | | yourself is true power. |
| of what we - and our organisations - are | | | | |