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One of the many things I like about my city is The Improvised Shakespeare Companywho performs at the Denver Performing Arts Complex near my house. Every time, my wife and I are amazed: the actors take a random collection of audience suggestions and then spontaneously and collaboratively create a hilarious, one-of-a-kind Shakespeare play right before our eyes.
I used to be reminded of this feat when I recently explored how leaders might help their organizations navigate change more efficiently. After all, all of us know that change is hard. With any change project, big or small, we have difficulty adapting, especially when we encounter resistance each inside and outside the organization. But because change is essential to survival and growth, we launch one other initiative or implement the latest technology to keep pace with or stay ahead of disruption.
Why change is so difficult
Change in organizations is often met with resistance due to several fundamental characteristics. First, there is the risk of success that comes from past success, which breeds complacency and a reluctance to adapt. This phenomenon, called the so-called Icarus paradoxit will possibly lead to overconfidence, overconfidence, and deadly stiffness. The opposite reason, rooted in a similar attitude towards self-gratification, is growing commitment. In this trap, we proceed to invest in strategies even when they fail because of the significant financial, emotional, and social investments we have made. Finally, the self-reinforcing cycles of our past organizational decisions can inadvertently send organizations into a downward spiral, where past decisions limit future opportunities and stifle innovation.
Improvisational theater lessons
Improvisational theater provides a wealthy metaphor for understanding organizational change. In improvisation, actors work together, using their input to create a coherent narrative. This collaborative process emphasizes the importance of flexibility, trust and energetic participation. Similarly, in an organization, creating a common narrative requires the involvement of employees at all levels. This requires a willingness to adapt and repeat, much like actors reacting to unexpected events on stage. By adopting the principles of improvisation, organizations can foster a culture in which employees feel empowered to contribute to the change process, increasing their engagement and commitment.
I used to be curious if organizations were using these concepts to deal with change. In my research I got here across Article by Eric Hammons on using collaborative storytelling to drive change.
The need for a shared vision and narrative
AND shared vision and narrative are key to driving change. They provide shared direction and purpose, helping to align individual efforts with organizational goals. This shared narrative acts as a “north star,” guiding decision-making and behavior throughout the organization. As Hammons points out, “the ability to unite different parts of an organization around a single vision for change is essential to successfully implementing change initiatives across the enterprise.”
The advantages of a shared vision are manifold. It enhances a sense of belonging and purpose among employees, which might lead to increased motivation and productivity. Additionally, a compelling narrative can create emotional engagement, making the change more personal and relevant to employees’ day by day work.
Involving employees in creating narratives
Involving employees in creating a change narrative is not only helpful; this is essential. When employees are engaged in the process, they are more willing to accept change and less likely to resist it. This inclusion may be achieved through various means, similar to workshops, focus groups and collaborative platforms where employees can share their ideas and opinions. As Hammons notes, it’s about “visualizing what the change will accomplish and why it’s better,” which helps align everyone’s understanding and expectations.
Three steps to take now to make your change efforts more practical
To create a more practical approach to change, leaders should consider the following three steps:
1. Engage in sensemaking and sensemaking: Leaders must help employees understand change and its consequences. This includes communicating clearly about the change and its advantages, in addition to listening to employees’ concerns and ideas. Organizational researchers Harquail and King emphasized that managers need to talk about and show the behaviors and language they need to influence employees to support change.
2. Foster a collaborative environment: Create opportunities for employees to collaborate and contribute to the change process. This may be achieved through formal mechanisms similar to committees and task forces, or through more informal means similar to suggestion boxes and open forums. Collaborative storytelling thrives in an environment where all voices are heard and valued.
3. Create and share compelling narratives: Create a narrative that is not only logical, but also emotionally engaging. This narrative should connect the change to the organization’s core values and vision for the future. As Hammons emphasizes, “It’s about telling a story that speaks the language of all stakeholders.”
Collective storytelling can transform the way organizations approach change. By engaging employees in creating a narrative, organizations can build a shared vision that is each flexible and anchored in core values. This process not only generates emotion and commitment, but also ensures that the change strategy reflects the collective aspirations and experiences of the entire team. Implementing these principles can make organizational change more inclusive, dynamic, and ultimately effective.