Interesting. Today, have come across something which is indeed interesting.
In an organisation (of any sort), do staff have the power, authority, and willingness to make change happen?
The work I actually do has a certain reach. L&D has quite clear boundaries around catering for and enabling learning and development across the business. As is the same for most roles we have – and most business have. But, are we allowed to do more?
And I don’t just mean, oh look that’s how the Sales team operates, let’s take a leaf from their book. I mean, if the internal team see that there is an issue with the way the Sales team operates, are they allowed to say something? Or does this have to come from some sort of organisational process a la “we welcome all comments, please email us on…”
Organisational change has as its core challenge the thorny issue of giving permission to your staff to not only suggest an idea, but making it happen. That’s the nut consultants and business savvy types need to think about. Models and processes will help at some stage, but at what point do you think about who has the permission to make change happen?
Mr CEO may want to dictate this change. The C-suite family will want to ‘own’ any clever initiatives dreamed up. And the high fliers will want to ‘champion’ the change. But, what about the ones who actually know what change needs to happen? Is Joe Average allowed to effect and make change happen? Who gives them permission?