tags: #publish #refine links: [[Organisation Design]] created: 2021-10-27 Wed --- # Organisation Change Management See also: [[Org design isn't copy-pastable between different organisations]] [[Volatility, uncertainty, complexity and ambiguity (VUCA)]] [[Shape, size, risk of organisation design experiments]] ![[Typical Change Lifecycle.png]] From [[Commonplace blog]] https://commoncog.com/blog/org-design-skill Incentives: - Psychological and status - role, promotion opportunity, impact opportunity - Economic - promotion and compensation > building consensus wasn’t something that I always had the time to do. So the way I ran certain org changes was to: > - Get a sense for team receptivity for that org change, balanced against the necessity of the org change. If I sensed that the team would be resistant to the change, I would: > - Figure out how much I had left in the ‘credibility/trust’ bank, and if I wanted to burn that capital. > - If possible, find a smaller, more reversible version of the org change to introduce first. > - Use disasters to my full advantage (people are usually more receptive to trying new ways of doing things in the wake of something painful). > - Strategically allow certain things to blow up so that I could exploit the pain to introduce org change, as per 4) above. > - Or build consensus; consensus was always the best, if most time consuming, option. > I would also take extra time doing 1-on-1s right after we introduced a change.