The need for the Sensible Model

Change is not a natural reaction

Again - why is change so hard to complete? Organisations are interconnected systems. System here means any combination of animate and inanimate objects and intangible and tangible artefacts which describe and contain the organisation. There are many systems even in a small organisation, some only indirectly related to actual work. Getting things done in organisations is complex and obey rules which are not all written down. Major change is bound to be disruptive and progress is certain to be chaotic without the right approach.

Causes of change originate outside the organisation. Yet however strong that stimulus, organisations do not lightly turn themselves upside down. Consequently, without help and a proper designed approach, the organisation is unable to tailor any change programme in order to counter and build from disturbing events - no matter how threatening.

The implication of this reaction is important. We see that there is complexity in organisations which we cannot easily decipher and manage. Put another way: if your organisation is experiencing disruption from competitive forces or new technology, it reacts naturally in ways which create less disruption - not more.

What we want is an approach which matches the capability of an organisation to the tasks and challenges ahead. This approach must appreciate complexity and diversity in situations and the damaging effect of purposeless chaos. It must put organisational dynamics at the top of its agenda. Also it has to incorporate a collaborative approach to persuade management using recognised techniques to bridge the gap between change decisions and progress in the real world.

Being in control

We want a comprehensive approach which routinely gives structure and guidance yet adapts dynamically to each unique situation and every part of the real nonlinear change process as organisational and individual behaviour adjusts!

The challenges

An organisation will not change readily, even after the cause becomes dangerously threatening and the saving change inevitable
Managers can never plan effectively when they caught in the crossfire characteristic of most change initiatives
The pace of change is variable depending on the organisation and the unit within the organisation
The direction of change is not fixed and cannot be predicted
There is never enough time to complete an activity before another has to start
The level of cooperation required to achieved smooth change exceeds the capacity of most organisations
Managers and staff cannot learn new ways of working more than twice a year.