Helping the change to happen

A simple principle of change management suggests that any system can only be described (diagnosed) from the outside. At the same time, any system can only be changed from the inside. An obvious idea emerges from this, that to improve one’s performance and relationships with the environment, one should:


  1. Step out from one’s own position and consider own behavior from aside, in the most detailed and impartial way possible;
  2. Decide on the changes required;
  3. Step into one’s own position again and introduce the changes.


This is certainly a rough way to describe the change management process. There are plenty of details and peculiarities to take into account. My intention here is just to point out the transitions where one can rely on businesstherapy. As a matter of fact, stepping out from one’s own position is easy to say, but where is that “outer” position?

There should be some template to apply to the system you diagnose, a checklist or something that would allow a complete and insightful description. In many cases there is a need for a professional guidance, i.e. someone to advise on the things to consider, ensure unbiased research and keep it consistent with respect to the subject’s actual business reality. At this transition, Businesstherapy suggests a tool set for an explicit and multilateral description of the individual’s or the team’s business behavior. In the center of this description, are the actual algorithms that produce the actual results (wins and losses) that the subject has had so far. This is what I refer to as diagnostics in my work and in this book.

At the next transition, the actual therapy already takes place. Figuring out the needful changes at the personal level is not merely an act of planning or dreaming, rather a transformational process that often requires attitude shifts and namely new neural networks formed in subject’s brain. The best change plans emerge subconsciously as a result of trance techniques or guided mind exercises followed by distraction. Similarly, at the team level, sustainability of changes depends on the level of communication, empathy, mingling of insights and ideas among the members. Change planning carried out in a team is also a transformational process that requires facilitation and careful control at each step. By the above I want to say that the actual change is already happening when it seems to participants that they are only planning for a change. The quality of this process is crucial. Businesstherapy combines a vast instrumentarium for individual and group transformation.

Finally, change implementation is a lasting and fragile process. There is always a risk of a rollback due to any minor shock or even with no shock just because old neural networks and old relationship patterns are very strong and tend to get activated automatically until the new structures grow stronger. At this stage, businesstherapist’s work is to ensure usefulness and persistence of the changes, utilizing both psychological and business instruments, constantly accumulating data and analysing feedback. Is some cases the a rollback is actually desirable and timely revision of the changes introduced may save the business.

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