The table to the right summarizes the dialogue on destructuring of our organizations, a process that has gone on for almost three decades.  The most successful corporations and non-profits exemplify this new more flexible approach and culture.  Government generally does not.

The contemporary leader or manager must revisit and rethink almost every business process to remove barriers to flexibility and innovation.  Regardless of where a team member fits on a chart, the effective organization will encourage and facilitate cross-function interaction; build temporary, interdisciplinary teams; add external expertise and experience to every major project team.  Project and network managers will be awarded the same status and compensation as functional administrators.

The central responsibility of the leader will be to engineer and facilitate a series of related workstyle shifts as the workplace enters the ‘age of unstructure’.  See table below.

Our current generation of leaders was raised in a unique era in western history, one that is in all probability over.  The assumptions that are in ingrained in most of us are a liability; and must be shaken, altered forever if we are to rethink and vision our way toward a more sustainable 21st century model.

Our plans, strategies and decisions must be couched in an understanding of the current socio-institutional evolution.  Literally, every foundation that we have taken for granted is shifting.  The old is giving way to the new on a daily basis.

The challenge of course, is that we are providing leadership to stakeholders and communities who fall into three clear categories:

• those that understand and embrace the changes that are taking place and want their leaders to move the new agenda forward
• those that are aware of the (impending) shifts but reluctant to respond until some sort of ‘critical mass’ has developed, and
• those that cling to old ways of doing business, many nearing retirement and just not willing to personally invest in the degree of change and new skill development implied.

Our leaders are playing out their short term roles in the midst of a long term transition that will alter every aspect of economic, social and ecological life.  Each element of the transition is inevitable, is proceeding or evolving at its own pace; and is championed by many, resisted by others.  Those in key positions focus on the immediate and the tangible, often only vaguely aware of the fundamental values, beliefs, attitudes and social behaviours that underlie the debate about how we will use new technologies and opportunities to shape the future.

Increasingly, perceptive leaders with courage will champion that transition and utlize emerging values and beliefs as the criteria upon which alternatives, options and recommendations are judged.

In the meantime, we are simply muddling through together – managing from the middle while waiting for some sign of a tipping point.  Both world views have representatives fighting for either the left or right side of the tables in this post.  On a grand scale, we are witnessing the dysfunction in William Bridges ‘In Between Zone’.  The old way is refusing to end; the new way has yet to fully emerge.

1.  Clarify the CHANGE IMPERATIVE for your organization

Gaebler and Osborne argue that necessity is still the mother of invention.  A sense of urgency, even crisis, is often required to get a change process kick started – often a financial or competitive crunch.  An effective change leader must help the team understand that change is the imperative, not an option; that it is time to move past denial.  At the same time, we must be clear about what has to be changed and what does not – both to protect organizational core strengths and to avoid feelings of being simply overwhelmed by too much change.

2.   Develop a CLEAR VISION of where you are going

People are not really afraid of change, but they are way of venturing into the unknown.  A sense of direction or a specific target to aim for, crafted by key stakeholders, will not only remove a critical block but also motivate and inpsire action.  If there is a working model, a successful example of the vision already in action, that can be kept in mind – even better.

3.  Develop strategies that understand and address the FORCES OF CHANGE

The successful change process always involves a critical evaluation of the forces that can be used to facilitate and drive change, that will restrain or resist change, and those forces that act to simply maintain the status quo (Kurt Loewen’s Force Field Analysis).  Past patterns of chage in the organization will also give clues.  Analysis of known barriers (the coffee talk) is always fruitful.  Each force must be addressed strategically; with measures taken to build on, overcome or circumnavigate the most important.

4.  Support the HUMAN DIMENSIONS of change

Self-directed, proactive change can be relatively quick.  But externally directed, reactive change is generally slow and painful – from both personal and organizational perspectives.  The leadership team cannot afford to minimize or skip over feelings of shock, denial, anger, sadness, or even corporate depression that ultimately undermine change processes.  Time and effort must be invested in working on the inevitable denial and resistance stages before the team can begin to focus on exploration and commitment.

5.  Address the NEUTRAL or IN BETWEEN ZONE

William Bridges has clarified that change involves an ending, a period of repositioning and renewal, and a beginning.  Each requires a unique set of management responses, but the middle period involves the highest risk and is often neglected.  Most change processes falter when the old has been ‘shot down’, but the new has yet to be installed.  The team must be creatively engaged in celebration of the ending, invention and planning during the in between zone, and supported as new ways of doing business gradually become the new routine.

 6.  Provide adequate RESOURCING and support for the change process

Robert Kent notes that the key success factor has to do with the dedication of the resources necessary to install the change – financial, human, time and technology/equipment.  Important change is not something that can be added to an already full plate; the process must be assigned some priority and put square in the middle of a change agent’s desk (not off the side).  Dalzeill and Schoonover suggest that the human resources assigned must in combination include: the inventor, the entrepreneur, the expert, the manager and the sponsor.  Gaebler and Osborne suggest that ‘outside resources’ are often required to find the additional expertise, objectivity and/or financial ability required.

7.  The catalyst of TRUSTED LEADERSHIP

Change is an inside out process that inevitably starts with a committed person both demonstrating and leading the transition.  This key individual is visionary and transformational; he or she inspires others to share the change leadership challenge.  When all is said and done, the commitment and integrity of the process champion(s) is the fundamental success factor. 

Change involves risk.  For individuals and teams to willingly risk, they must trust those around them to be there when there are setbacks – to nurture and support them during the process.   If the culture of the organization is not trust based, change is likely just a distant goal.  Conversely, a change process can be an ideal time to development a trust foundation that will serve you well into the future.

Our organizations are becoming adept at knowing what they want; we have all created dynamic visions describing what success would look like and the ultimate difference we want to make.  What we most need are leaders who will ONLY accept achievement of that vision and demand exemplary delivery of vision driven outcomes sand results.  We do not need leaders who are overcome by the internal weaknesses of the organization’s culture or by the threats imposed by the operating environment.  We do not need leaders who simply build on internal strengths and leverage only the most evident opportunities.

We are indebted to Charles Smith for reintroducing us to Merlin in King Arthur’s Court, a man who lived backward from the future, who had been there and knew what was possible.  Smith calls for ‘managerial Merlins’ who will personalize the organization’s dreams and build leadership teams capable of transforming themselves and their corporate cultures through creative commitment to a radically different future.  They will be engaged full time in revealing the intended future in the opportunities of the present.  They know that the current culture is not up to the task and utlize all of the leadership skills to transform the attitudes, capabilities, systems and resources of the organization – so that the visionary dream is increasingly seen as a reality, just around the corner.  Tolerance for barriers is reduced and barrier busting is both encouraged and celebrated.  Small opportunities to move forward are seized, but the real priority is to find the ‘breakthrough opportunities’.  Innovation is nurtured and celebrated.  The transformational leader is an ambassador for the organization’s potential and future, empowering those who believe in its possibility.

The plan begins to live.  It’s vision and strategy provide the marching orders, but do no define the exact route to be taken.  Plan, strategy and leadership look beyond the organization to engage clients, partner organizations and investors.  Care is taken to ensure that this larger stakeholder team is ‘in the loop’ and motivated to do their part in moving forward.

Every time a signficant change or step forward is taken, leadership provides the support necessary to make sure it takes root and becomes the new way of doing business, the new culture for the organization.

“Speaking passionately from the perspective of the envisioned future, the leader creates a relationship of creative tension between the vision and the present organization.”

Charles Smith – ‘The Merlin Factor: Leadership and Strategic Intent’

• to support constant improvement in the quality of recreation and parks services
• tor promote commitment to emerging best practices, and
• to build stakeholder confidence in recreation and parks services.

We host a blog to keep stakeholders up to date on the process and program: www.serviceexcellencearpa.blogspot.com 

http://www.foresight-trendscan.blogspot.com

The Foresight blog is but the first step towards creation of a vital, engaging and sustainable online platform to facilitate:

• access to trend information
• awareness and discussion about predictions and prescriptions
• ongoing strategic dialogue about what this means for the future of our work in Canada’s leisure industries.

Imagine, a pleace to turn to when you need trend information – facts:

• ongoing professional monitoring of trend sources related to leisure, leisure behaviours, related services and leadership competencies – summaries on line, links available if more detail is required
• a community of trendwatchers representing every aspect of the leisure industries, networked and regularly submitting material and links – a shared commitment to keeping up to date.

Imagine, a hub of debate about future possibilities – insight:

• predictions or prescriptions about the future of leisure, leisure behaviours, and related service needs – identified, summarized and linked
• synopsis of and links to similar discussions about more generic leadership competencies: community planning and development, human resource management, diversity, resource development, marketing/communications
• blogs by individuals with foresight, talking about what it all means
• forums that facilitate active reflection and comment on trends, predictions and prescriptions
• regular theme papers (blogs) by the moderators – catalysts for debate.



Imagine, a service to help leisure industries focus on the future – consensus:

• dialogue that shifts foresight to strategy
• a network that constantly generates recommendations for the leisure industries to consider as they plan for their future in dynamic operating environments
• regular DELPHI work with trendwatchers/participants to find agreement on how best to react, position and prepare
• a service that builds our collective confidence about moving forward.

Let us know if you would like to engage.  In the meantime, use the blog categories to find trend information that matters to you!

For more information, or to order, follow the link to the Civil Sector Press (Hilborn Group):

http://www.canadianfundraiser.com/bookroom/productDescription.asp

http://www.foresight-trendscan.blogspot.com

The Foresight blog is but the first step towards cretaion of a vital, engaging and sustainable online platform to facilitate:

• access to trend information
• awareness and discussion about predictions and prescriptions
• ongoing strategic dialogue about what this means for the future of our work in Canada’s leisure industries.

Imagine, a pleace to turn to when you need trend information – facts:

• ongoing professional monitoring of trend sources related to leisure, leisure behaviours, related services and leadership competencies – summaries on line, links available if more detail is required
• a community of trendwatchers representing every aspect of the leisure industries, networked and regularly submitting material and links – a shared commitment to keeping up to date.

Imagine, a hub of debate about future possibilities – insight:

• predictions or prescriptions about the future of leisure, leisure behaviours, and related service needs – identified, summarized and linked
• synopsis of and links to similar discussions about more generic leadership competencies: community planning and development, human resource management, diversity, resource development, marketing/communications
• blogs by individuals with foresight, talking about what it all means
• forums that facilitate active reflection and comment on trends, predictions and prescriptions
• regular theme papers (blogs) by the moderators – catalysts for debate.



Imagine, a service to help leisure industries focus on the future – consensus:

• dialogue that shifts foresight to strategy
• a network that constantly generates recommendations for the leisure industries to consider as they plan for their future in dynamic operating environments
• regular DELPHI work with trendwatchers/participants to find agreement on how best to react, position and prepare
• a service that builds our collective confidence about moving forward.

Let us know if you would like to engage.  In the meantime, use the blog categories to find trend information that matters to you!