One of the classic reasons for failed change is that the change itself starts from a unrealistic place. Its not the objective that we hope to achieve that is the real challenge but rather how the starting point is unrealistic.
Most often companies (and therefore people in companies) have a way of convincing themselves that things are ok as a way of coping. They don’t do the hard sometimes painful work of realistic self reflection. They think that a positive frame will somehow allow them to keep going and that things will work out fine in the end, and thank goodness sometimes they do.
Unfortunately this is not the most common outcome, what normally happens is some highly creative elaborate scheme to hide as much of the bad stuff and inflate as much of the good stuff so we can convince ourselves of a reasonable outcome.
In other words we deceive ourselves through justifying certain outcomes through reason and logic until we get the necessary picture we require, ignoring the inner prompt trying to make us aware that something is not quite right.
From this point on we have to hold these deceptions going forward and so our starting point for any future change or growth becomes more difficult.
In change the first piece of work that needs doing is to see, to create awareness of what is actually being done. To move away from all the persuasive conversations and emotional pleas and to look at what is being done and in what time.
This is where the word value comes to our aid it helps us to see what we are really doing and not what we think or feel we are doing.
Consider this….What you value is what you do
Having facilitated thousands of people though the MC4C process I can say with confidence this is where you get the most resistance/ argument or need for discussion, or sometimes just a blank stare. This is often for a very good reason as people have not been taught or up-skilled to reflect in this way and so they stick to what they know.
The real challenge lies in realising that what you value can also be something negative or something you think or feel you don’t value. So the key to seeing value is firstly as an action in time and not as a belief or feeling. That value primarily doesn’t speak to right and wrong or good and bad beliefs and feelings but to what you do each day.
This way way of seeing value helps cut through any deceptions or unrealities that relate to change. You change by changing by doing something new or different not by changing an idea or a feeling as that does not guarantee an automatic change of behaviour.
So if your business has a clear idea of what it wants to change but does not seem to be able to get the necessary outcome perhaps its time to check what you value and find the right starting place for the necessary change