Organisations usually believe that change requires a directional thought within a paradigm loop that offers a huge promise, sans the usual stability of actually knowing whether it will work or not. There is a huge belief system created that offers the promise of an un matched impetus which will eventually result in a balance between satisfied employees, efficient processes and technology investment.
Every change however requires an understanding of what one will like it to become and that creates the 'headstand effect' which offers the enchantment of excitement in growth.
The headstand effect is best known or explained as an effect that dimensionalises itself due to propensity of an organisation to instigate and look at things with an outside in approach; which is good. However, this effect adds on the narrow mindedness associated with tackling change by concentrating on managing rather than promoting the natural benefits of ripples generated. It is very much like a headstand except the head is buried in the sand while the body tries to manage itself.
In order to manage this there are core principles that need to be understood as they institutionalise itself in every change. They are:
- All change strives for balance naturally.
- Change initiated has a natural progression. Recognition of its rhythm can help organisations make change stick longer and better.
- People are contributors to the momentum of change.
- Change is unidirectional once it is initiated. What is felt are the ripples of this unidirectional effort which sends confusing signals in the organisation.
- Being absorbed in the ripple effect is natural as there is a tendency to believe that ripples can be controlled. They can be controlled but that prevents the real change intended to dimensional itself.
- Management should understand that change is balanced best when the organisation aligns itself rather than direction setting.
- Speed of change has a latency effect. Every change in direction will cascade across in its own independent direction though the goal point may be the same.
The headstand effect is driven by natural desires in organisation and while it is a good thing as it strengthens balance there is a need to understand that some of the principles listed prevents a 'head in the stand approach' which is vital for organisations to make change last.