Arms-Edge Pro Solutions

Change Management (CM), Change Agility (CA), & Facilitation Services

Change Management (CM), Change Agility (CA), & Facilitation Services

We combine best industry practices in the areas of Change Management (CM) and Change Agility (CA), including the provision of facilitation services in order to balance the need for a steady- or rapid-change under control accordance to your organizational needs and corporate culture.
Our CM approach has its foundation on the Adizes Change Management methodology of introducing organizational changes developed by the Adizes Institute in the USA, based on the theory and practice of the corporate lifecycle.

In many organizations prime is the desired phase in an organization lifecycle. Therefore, it is important to determine whether your organization is growing or aging? The answer is crucial in determining what actions you need to take to reach a Prime level. Is there a need for rapid yet controlled growth? Or maybe rejuvenation is required in order to dispense with rigid procedures and processes. Each phase of the organizational lifecycle has its own unique yet predictable challenges and problems. The organizational lifecycle is a truly distinctive and predictable model. How an organization is managed is of critical importance to its progress towards success or its rush towards destruction. We help organizations achieve better results and move towards Prime. There are three key differences between organizational therapy and classical organizational consulting.

  • The first difference is that we believe that all organizational solutions and all organizational changes must be viewed in the context of lifecycle stages. A precise definition of the stage a company is at in the lifecycle – a precise diagnosis – is a necessary step in organizational therapy.
  • The second difference lies in the method by which organizational therapy is implemented. This approach assumes that there are no set solutions, there are only principles which, together with experience, produce success. Our work is designed to find solutions by working actively with people from the company, thereby ensuring a high probability of the implementation of the proposed solution. Our goal is not to invent changes, but to make them possible and to implement them together with the client. This requires that we include in the process not only those who are in authority, but also those that will be impacted by our organizational solutions.
  • The third difference assumes the coordination of all phases in such a way that the results of the diagnosis can be used in team problem-solving and in the company’s mission. The results of the diagnosis and mission form the basis for the structure. The mission and structure form the basis for the accountability system, while all previous phases provide inputs for the rewards system. This connection forms the basis for the beginning of successful solutions as well as for regular verification and enforcement.

Change Agility

Accepting that change is constant, necessary, and beneficial is the key factor for surviving and thriving in the modern workplace. The external environment and their conditions move with such high agility that any situation comes with multiple variables and interconnected elements which are hard to understand.
At the same time, although explosive development of technology enables information to be accessible, it changes with such speed over time. The environment puts organizations and peoples in a situation where events are unpredictable and the general rule of the thumb in organizations is that “we know we do not know”. Uncertainty continues to play a leading role when organizations and people encounter this phenomenon: many are still assiduously fighting the idea of change while perceiving it as an external phenomenon rather than as an aspect inherent to its nature and proportional to the inner consciousness level of the organization and the individual self-consciousness of people in the organization interacting as one collective organism.

Understanding the characteristics of the changing environment, and the concept of unity in consciousness, it is essential that companies develop capacities in the organization and abilities in people to tackle this and which make it easier to respond to all these demands. From this perspective, the notion of organizational agility emerges as a quality desired by many but possessed by few.

For us, change agility is defined as the organizational agility as the time it takes for an organization and people to have an idea, turn it into a project, rolling it out, make it profitable and generate return on investment. It is a skill present within the fabric of the organization that brings competitive advantage; from this perspective change is proactive taking in mind a functional and implementable outcome (product) over rigid and cumbersome plans that remain at a planning theoretical stage.

Many organizations continue to view changes from the perspective of their leaders who learned it from twentieth century production theories and administrative models. Back then the notion of “risk” was synonymous with change, while stability in the environment was a promise with greater chances of happening. Nonetheless, change agility is not synonymous of putting at risk what the organization has already built, but to consciously integrate change to organizational practices and people self-awareness.

So while the market continues to demand greater agility from organizations, many of them still depend on how open their leaders and managers are to change processes that come with this agility. Based on the above, we understand that agility in organizations is not only an option or the result of a trend, but a condition to be up to date and competitive.

The companies who anticipate and adapt to disruption are the ones who navigate it most successfully. This is where an organization’s learning and development (L&D) teams are crucial. L&D teams should foster adaptability (change agility) in employees so that they are ready to face new challenges. Though there is no single secret for developing staff and employees who are productive through change, organizations that do emerge from change successfully all leverage the four following techniques.

Learning a core business function to support Change Management and Change Agility

The first step to unlocking change agility in an organization is to clarify that everyone – from executives to managers to individual contributors – own learning. Whether it is employees mapping out their own learning for the next month or executives empowering teams to build new skills by giving them offline time to learn without distraction, learning is everyone’s responsibility.

Companies that can overcome disruption recognize learning as a strategic business need. It’s not an afterthought tacked on to work once a skills gap is identified. For organizations to foster agile learners, they must embrace continuous learning at every stage of the employee lifecycle.

The bioneuroemotional factors of change

Change is not something the human brain naturally enjoys, says Hilary Scarlett in her book Neuroscience for Organizational Change. When our brains are met with a change they can’t control, they enter an adrenaline-pumping flight-or-fight state to keep us safe. The most adept learning teams help employees overcome this physical instinct by developing their situational awareness, self-consciousness, and self-awareness. By learning the values, the perception, comprehension, and projection levels of employees’ situational awareness, employees give themselves the calm space to understand a change and identify steps to overcome it.


Self-awareness and self-consciousness is a similar type of emotional intelligence skill, where employees have the ability to reflect on their own feelings, sensations, values, projections, perceptions, and beliefs, recognizing how to move through them productively through interpersonal experiences.

Embracing ambiguity

Disruption does not usually come with an organized timeline of deadlines. Organizations and people must be able to not only tolerate ambiguity but chose and make decisions in the face of it. Getting lost in decision paralysis all but guarantees that the external environment will outpace your organization.

One way to integrate ambiguity in your organizations is by using decision-making frameworks to move your organization through change. These give employees steps and guidance on how to process ambiguity while maintaining productivity and overall business continuity. By using decision frameworks, companies empower employees to move forward even when the full picture has not come into focus.
Successful companies and employees embrace continuous change.

As the world of work evolves, employees will find themselves running into two common themes throughout their careers: learning and adapting. The companies that help their workforces develop these themes of change agility are the ones who will survive disruption.

 

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