Developing effective strategic interventions

2. Potential
Probable Possible
Organisations constantly change
– there is an ongoing process of evolution

3. Potential
Probable Possible
Organisations constantly change.
There is an ongoing process of evolution.
This process is cyclical and reversible.
Multiple states can also co-exist
within the same organisation

4. Potential
Actual
Probable Possible
State P1 = Potential
State P2 = Possible
State P3 = Probable
State A = Actual

5. Potential
Actual
Probable Possible
A = sum (P1, P2, P3)

6. Potential (P1)
• Typical of a newly formed organisation or team
• There is high energy focused on innovation
• There are low levels of formal structure
• There are rapid and dynamic responses to change
• There is a “Can do, will do” approach
• There are amorphous systems and processes

7. Possible (P2)
• Lots of initial feedback and data from activities
• Increasing definition of options
• Emergence of structure
• Emergence of caution and consideration
• Relationships and networks start to form

8. Probable (P3)
• Levels of status quo are increasing
• Potentially restricting norms start to emerge
• Energy shifts to consolidation
• Emergence of self regulating dynamics
• Incremental change
• Development of corporate culture and values

9. Potential
Actual
Probable Possible
Actual (A)
Manifestation of the current organisation
A = sum (P1, P2, P3)

10. Potential (P1) Possible (P2)
• Typical of a newly formed • Initial feedback and data from
organisation or team activities
• High energy focused on innovation • Increasing definition of options
• Low structure • Emergence of structure
• Rapid and responsive change • Emergence of caution and
• “Can do, will do” approach consideration
• Amorphous systems and processes • Relationships and networks start to
form
Probable (P3) Actual (A)
• Increasing levels of status quo
• Emergence of norms
• Energy shifts to consolidation Manifestation of the
• Emergence of self regulating current organisation
dynamics
• Incremental change
• Development of corporate culture A = sum (P1, P2, P3)
and values

11. Dynamic Energy
Change Inertia
100
80
60
40
20
0

12. OK , so what?
If we are to have influence at an organisational
level, we need to be fully cognisant of the
predominating state of the organisation and of
the different states that also co-exist.
We can then craft our intervention accordingly,
based on the following hypothesis.

13. Hypothesis:
The effectiveness of any change intervention
is directly proportional to:
• The ability to receive and understand
• The inherent resistance to change
• The motivation to upset the status quo

14. Ability (to receive and understand)
• What is the message
• How is it communicated
• How is it received
• What filters are in place
• What distortion occurs

15. Resistance (to change)
• The energetic State of the organisation
• The level of organisational homeostasis
(ability to maintain status quo)
• Organisational ‘psychosclerosis’
(hardening of the attitudes)

16. Motivation
WIIFM – what’s in it for me?
• Moving away from adversity
• Moving towards a compelling goal
• Degree to which the performance framework
supports and rewards changes in behaviour

17. Potential
Actual
Probable Possible
So in summary, the effectiveness
(E) of the change intervention
can be defined as:
E = (A + M) – R
A = Ability
M = Motivation
R = Resistance

18. Recap
• Awareness of the state/s influences how and
where we intervene to improve
• This may even identify a necessity to shift some
components in advance
• We can maximise impact by understanding the
receptiveness to communication and the
motivating factors for change

19. Pull
Push
• Assuming a dynamic system, our aim is to
develop positive feedback loops
• These create their own momentum. This “pulls”
change throughout the system naturally, rather
than enforcing exhaustively.
• After the initial catalysis for change, it becomes
self sustaining

20. feedback
• Initial • Next
action • Review of data step
feedback feedback
• We identify the smallest first steps possible,
rather than an expensive & widespread campaign
• We build in the ability to sense and respond naturally,
rather than enforcing costly predict and control processes
• We dynamically steer forward maximising opportunities,
rather than rigidly following one restrictive direction

21. Potential
Actual
Probable Possible
Summary of the 3-PA approach:
• Comprehensive initial inventory of the organisation
• Co-design interventions for maximum effectiveness
• Development of an approach to allow self determination of
staff at all levels
• Identify small steps – encouraging a ‘sense and respond’
approach
• Risk manage through robust governance
• Reward success

22. Potential
Actual
Probable Possible
Next steps:
Contact Andrew Porter
44(0)7958 615258