“Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together every day.” – Frances Hesselbein
Over the past two years, all of our lives have changed. These massive disruptions have forced social impact organizations into new ways of fundraising, connecting with stakeholders, and delivering programs.
At Colaluca & Associates, we know that countless organizations had to swiftly pivot and embrace new methods that serve them in the short term. Now, social impact leaders are shifting focus and seeking to create a foundation for sustainability in an uncertain and volatile future.
To thrive in the next normal, social impact organizations must focus on and support the people navigating change as much as focus on the structures and processes themselves.
Let’s explore the frameworks and tools that social impact leaders can use to create agile and sustainable organizations.
Tools for Social Impact Leaders
Change management is a management methodology that has evolved. Change advisors and practitioners depend on a set of proven frameworks and knowledge of psychology, behavior and neuroscience to create sustainable change.
Change professionals use a variety of methodologies and tools. These tools include coaching, workshops, and one-on-one coaching with stakeholders. In most change efforts, it’s helpful to visualize the processes being used, so mapping and flowcharts are utilized. Data is gathered through surveys and used to collect qualitative input and establish quantitative benchmarks for analysis.
All of these tools help to build a common-sense framework that works as a change roadmap to follow because, with so many moving parts, it’s easy to lose sight of the path and get stuck.
One commonly used model to guide organizations through a transition is the Procsi® ADKAR model. ADKAR is an acronym designed to represent the tangible results that need to be achieved for a change to take root in an organization. The ADKAR foundational pillars are Awareness, Desire, Knowledge, Ability, Reinforcement.
Pillar 1: Awareness – Understand Why
I can explain the value proposition behind the change.
I can communicate how the change will help deliver on the organization’s mission more effectively.
Pillar 2: Desire – Choose to Participate
I understand the desire for or resistance to change by analyzing the impact on individuals, stakeholders, or groups.
Pillar 3: Knowledge – Assess Skills
I have assessed the skills and information participants need to transition successfully, and I have Identified the corresponding gaps.
Pillar 4: Ability – Assess Resources
I have assessed the ability of the organization to implement the change and address any gaps, including skills, behaviors, funding, and resources
Pillar 5: Reinforcement – Sustaining Change
I can encourage and sustain the change for the long term.
I can provide support and inspiration to ensure a lasting impact.
Making Change Stick
Describing the reason for change once, or twice, or ten times, and even getting staff members to nod in agreement isn’t enough. Reinforcement, communication, and patience are crucial to ensuring that your changes stick.
Here are some commonly used methods to encourage behavior that leads to lasting change:
Frequently remind stakeholders of “the why” in formal and informal settings. Describe why this change is necessary to them and how it ties back to the organization’s vision and mission. This process builds awareness, creates buy-in, and helps stakeholders feel part of the process.
Proactive communications are essential. Provide regular progress reports and updates to keep everyone informed. Share what’s been accomplished, what’s happening now, and what’s on the horizon. When your stakeholders know what’s coming, they experience less uncertainty and less anxiety.
Celebrate big and small milestones. A shoutout on Slack, a newsletter spotlight, a pizza party, or gift cards go a long way. Discover what matters to your stakeholders and celebrate their contributions and progress.
If your team seems stuck, lend a hand. Learn about the challenges and obstacles. What worries your team? What are barriers keeping them from moving forward with the changes?
Remove administrative obstacles and provide additional training opportunities.
Engage on a human level. Changing behavior is challenging and takes practice. Be there for your team and share the burden when things are tough. Be with your team as they overcome obstacles.
