Systems: The Realization and Sustainability of Change

June 2002

In this final article in the change management series, Laura Markos discusses the last step—systemization—and making change a sustainable reality.

by Laura Markos, Ph.D.
Consulting in the Process of Change

Each of us has experienced planned changes, whether by management, intended merger partners, politicians, business associates or others. Such announcements often include grandiose claims. How often have we heard the following phrases?

• "A total focus on quality and service"
• "A return to family values"
• "The best of two great companies"
• "Less government"
• "Greater efficiency"
• The infamous, "No new taxes."

How often, though, do announced changes fail to become reality? What needs to happen to make change actually take place, and stick, over time and across huge and complex organizations, communities, or networks?

This series has examined the process of leading, implementing, and coping with change. Each step in the process contains key elements that work to make change effective, but the final step—systemization—is the one that moves implementation efforts to realization, and sustains that realized change over time. This final article in the current series reviews the process of planned change, and looks at how to make change work, through systems, and how to realize and sustain planned change.

Phases of Change

Each phase in the process or cycle of change provides information and resources for the ultimate achievement of change. These phases are briefly outlined below. (Also see the overview article on change in this series.)

• Disruption—new data, facts, participants or goals that alter the status quo—provides the impetus for change, through key information on the new situation in progress and factors that must be taken into account in coping with and planning for sustainable change. In this phase, those affected by change begin to react, to form opinions, and to speculate about their roles and outcomes in the new, changed future. (Also see the article on Disruption in this series.)
• Imaging—envisioning a new future encompassing the new elements—is the process in which the vision, direction, and outcome of change are planned, and assessments of what can stay, what must change, and what must be let go occur. In this phase, key stakeholders begin to participate in the process of change, and a shared vision of a new, desired future is built. (Also see the article on Imaging in this series.)
• Energy—effort directed toward or resistant of change—is the powerful force which catalyzes change. It may facilitate desired change coming to life, or provide sufficient resistance to entrench and undermine planned change. Awareness of people's reactions to change and the ability to engage and embrace both support and resistance to it are vital to making change happen and transforming reactions into workable systems and positive results. (Also see the article on Energy in this series.)
• Action—the result of positive or resistive energies—is the implementation, planned or otherwise, of efforts to make change occur. People and organizations motivated to change will take action, operationalizing what they believe is the appropriate combination of efforts required. It is here that the need for coordination, and ultimately systems, becomes visible in the process. (Also see the section on Action in this series.)
• Change—the new combination of elements resulting from the cycle—is the outcome of the preceding disruption, imaging, energy, and action that results. Whether this change fulfills, approaches, or even resembles the change that was envisioned in the Imaging phase is a function of how well change is implemented and systemized. It is in this phase that failed change efforts are first recognized for what they are, as various change efforts come together, often in conflict and chaos.
• Closure—the new state of being maintained until the cycle begins again—is the new status quo that ultimately settles in, as change efforts become routine, and the organization finds patterns once again. This new status quo may be an evolutionary, recognizable, step change from previous iterations, or it may be a revolutionary, nearly unrecognizable, altered state, completely distinct from its predecessors. This new state of being becomes the entry point for a new beginning phase—new disruption—which begins the cycle yet again. Whether this temporary, perhaps transitory, new status quo is effective in achieving what was planned, or is a mix of old habits, misguided attempts, and firm resistance, depends on how well the change effort is managed and systematically coordinated.

Systems: Making Change Work

Systems are at the crux of effecting change. But just how do systems make change happen and last? To understand systems, think about what we mean by "systems." What systems come to mind that affect all of us? In a business organization, there are accounting, payroll, computer, distribution, manufacturing, and customer service systems. There are also political systems, emergency systems, systems for utilities, phone systems, sprinkler systems, etc. In living things, there are cardiovascular, digestive, musculoskeletal, and nervous systems. In the world at large, there are solar systems, river systems, weather systems. What do they all have in common?

What systems all have in common is connection—interdependency, linkages, communication, relationships. They also have order—steps, sequences, patterns, priorities, critical paths. And having connection and order, they also have resiliency, power, and strength.

We talk about "playing the system," "beating the system," "getting into the system." Systems have a sort of life of their own, one that goes on for new players and old, one that is not easy to change, contradict, or countervail. This is why they are powerful tools in implementing and sustaining change. Really robust systems grow, adapt, and even learn. They encounter and incorporate variations, additions, and absences, warding off threats and taking opportunities.

So, what does it take to build, reinforce, or strengthen a system that will help to realize and sustain planned change? Any system is dependent on its host: the organization or organism in which it resides. And any system is built based on choices and tradeoffs, decisions about cause and effect, a balance of cost and benefit. In building systems to realize and sustain change, key systems elements to consider include the following:

• Communication tools and networks. Connection is a core element of systems. Good communications ensure that efficient, timely, and accurate information exchange between linked system members is facilitated and working, particularly regarding current and upcoming developments. Examples include internal and external information sources, newsletters, updates, alerts, early warnings, incident reports, discussions, news from elsewhere in or outside the system, collaboration, teamwork, internships, mentoring, job-sharing, training, cross-training, stories, myths, rituals, rumors, and stated mission, vision, goals, and values.
• Feedback tools and networks. While communication informs, feedback adds loops that check on how well things are working, how and why things happen. Feedback provides information on recent past endeavors and enables system members to learn, improve, adapt, and grow. Examples include internal and external feedback sources, reports on performance and results, leaders' reactions, discussions, collaboration, teamwork, internships, consulting, reviews, audits, controls, tolerances or variation limits, monitoring, interactive training, reinforcement, simulations, investigations, questions from management, compliments and complaints, celebrations, milestones, case studies, alarms, reminders, rewards, and penalties.
• Redundancy. Interdependency is a key element of systems, and redundancy provides backup for critical system elements, without which failure or breakdown may occur. Examples include dual systems, multiple systems, back-up systems, cross-training, job-sharing, internships, mentoring, reserves, spares, excess inventory and alternative sources.
• System models. Illustrations of what the system, the vision, the planned change looks like help all system members to visualize what is desired, how it works, who depends on whom, and where critical junctures exist. Examples include coaching, training, handbooks, guidelines, procedures, codes of conduct, exemplary results, model behaviors, role modeling, customer satisfaction reports, visual representations of ideal processes, designs, organizational structures, timeframes, and outcomes.
• System and process maps. Like modeling, mapping of processes that feed into the system illustrates the order and connection of system elements and also provides a great aid in solving problems, eliminating duplication of effort, discovering bottlenecks, and the like. While models show all system elements, mapping adds an illustration of actual transactions required to activate and complete the system. Examples include maps of processes, critical paths, communications, product flow, physical movement, and interdependencies.
• System metrics. There is a lot of truth to the old rubric, "What gets measured gets done." If planned change, when implemented, does not appropriately modify measurement systems to support the new desired outcomes, people and system elements are likely to do and deliver what gets rewarded at the expense of what may have been requested but is "ignored" by the system measurements. Examples include performance measures, asset allocation, hiring, compensation and promotion criteria, rites of passage, demotion, isolation, early retirement and firing criteria, award/reward and penalty criteria, management support and feedback, status hierarchies, legal compliance requirements, and customer criteria.

Change: Making Systems Work

The system elements above, and their myriad examples, are still not exhaustive. Each system is unique, supported by its own individualized web of formal and informal interconnected elements. Yet, extensive as these labyrinth system elements are, we must continue to ask, "What is enough? What really makes systems, and thus change, work? What, in its absence, will make a system, or a planned change, fail?" This brings us back to those key elements that all systems have in common: connection, order, resiliency, power, and strength.

The extensive list of examples serves to illustrate how interconnected, interdependent, orderly, and ultimately resilient systems are. Over and over again, across, through and even beyond the organization, various system elements serve to provide interconnected input and feedback to the system, either maintaining status quo, or helping to gradually but consistently redirect it toward change.

Ultimately, change is not easy, and effective change is often challenging. The complexity and resiliency of systems supporting the status quo give us insight as to why effective change is so difficult. To change an existing system, a critical mass of system elements must consistently support that change, to effect the new and let go of the old. Without consistent, interconnected, logically ordered, and self-reinforcing elements across and throughout the system, change will fail; the old system will prevail. Failure is rife when change is espoused, but critical system elements and measures remain unchanged.

Throughout the process of change, the involvement of system members is crucial. From the first signs of disruptive elements, through the imaging phase of building a shared vision for the future, to the energy phase in which people's concerns, support for, and resistance to change become catalysts, involvement, input, and feedback are critical. In the latter phases, as change is actualized, the continued involvement of system members is vital, providing information, reinforcement, and consistency, as well as alerts to contradictory system aspects that must also change.

Through involvement, feedback, and particularly system-building, change can and will be effected. The systematic reinforcement and support (or contradiction) of change facilitates the myriad ways in which organizations "walk the talk," or fail to! The ultimate success, or failure, of change depends in large part on the effectiveness of system members in making it happen—through communication, participation, collaboration, feedback and ultimately systemization.

Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author’s employer or IRMI. This article does not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.