Navigating the Uncertainty of Change
Leadership Coach, Front of Room Leader and Systemic Change Guide
The image is a diagramme with 5 smaller bubbles grouped around a larger bubble. The large bubble reads: Learning Organisation. From Top Left and clockwise to the bottom left the bubbles depict the key elements of the learning organisation and of navigating the uncertainty of change. The text in the bubbles is: Personal Mastery, Shared Vision, Mental Models, Team Learning, and Systems Thinking.

Do you ever wonder what exactly goes wrong in the 75% of change initiatives which fail? Are you keen to learn how you could set yourself up for success? If yes, then you’re in for some helpful insights here: Michelle McQuaid interviews Peter Senge on navigating the uncertainty of change. Senge shares the key principles for successfully guiding organisations through change. We let those principles guide us when we facilitate change in organisations. So we thought we’d share them with you.

What to expect from the resource.

You’ll learn how to deal with your change initiative’s inevitable unintended side effects.

You’ll understand how not to fall into the trap of underestimating the complexity of change. And instead how to learn from the change process itself.

You’ll hear what becoming a learning organisation entails. And you’ll find out why that is important as you’re navigating the uncertainty of change.

What we love about it.

Organisational change often is top down and rests on a fully fledged plan. Unfortunately it doesn’t work that way in a complex world, because: “Complexity is like finding ourselves in a room with no lights on. Here we cannot take big steps or walk fast. Instead we need to feel our way through, and then adjust, adjust, adjust.” With poignant metaphors like that Peter Senge turns complex challenges into tangible ones.

Why navigating the uncertainty of change matters to leadership in organisations.

If you want your organisation to change, you need to focus on fostering a learning culture. You need to create alignment and commitment. When you’ve got that, your people will bring about the change through their daily actions. But when your change initiative gets in their way, they’ll resist or comply at best. And that will make your change initiative fail. In this conversation, Senge points a way forward that promises alignment and commitment.

For leadership coaching and developement, get in touch

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