Well, I’ve talked about ‘mindsets’, and I’ve talked about ‘groupthink’. So what am I saying: that all you need to pay attention to if you want to produce effective change in your team or your organisation is the attitudes, values and beliefs of yourself and the people you work with?The Balancing ActNot at all. There are two clear groups of factors to take into account if you want to make the changes stick and produce outstanding results quickly, efficiently and permanently: the ‘internal’, and the ‘external’.
And there’s a sensitive balance to strike when you consider which to pay attention to at any given time.’Internal’ factors include people’s mindsets, and ‘groupthink’, together with the attitudes, values, perceptions, feelings and beliefs that dictate how people think individually and in groups. Most importantly, these ‘internal’ factors colour how people react to change in the world about them, including the organisation they work in.’External’ refers to what the organisation needs to change. These are the concrete, tangible structures, processes and systems that are needed in an organisation of any size to make it work effectively. Examples include organisation structures, salary schemes, IT systems, and business processes.In my experience, one of two things happens when most leaders think about developing their organisation. The first is that the instinctive reaction is to focus on the ‘external’ factors – after all, these are generally tangible and concrete and capable of development using the skills many leaders have in abundance: planning, directing, implementing and analysing. Making visible efforts at change also demonstrates to their managers that ‘real’ change is happening. So we see over and over again new leaders, filled with the excitement of their new appointment, restructuring their team; or firing somebody and hiring in a person they knew in their previous job; or scrapping a system that has been used more or less effectively for some time, and installing the very latest thing they have read about.
The second thing that happens is that a leader recognises that his or her organisation is adequately equipped for the moment with the ‘external’ factors, and that the focus needs to move to bringing the hearts and minds of the people along with the changes. But they try to work on these ‘internal’ factors using the skills they know to work on the ‘external’ factors: information, analysis and presentation. Or they find the whole area too difficult and fraught with the possibility of disagreement or conflict, and retire quickly and with relief to restructuring and reengineering!’Internal’ and ‘external’ factors need to be focused on immersion blenders factory equally over time.
CHINA