“How do we implement change successfully and bring people along?” is a common question that arises whenever we introduce change movements in the organization; be it transformational and strategic plans, balanced scorecards, mergers and acquisitions, cultural change, large IT projects or any other change that requires people to work differently together. This question arises because change movements have an uncanny way of attracting resistance, stuckness and frustration that lead to failure. Change interventions devised to counter these challenges often fizzle out after a while. A sure way to successfully manage change requires the ability to recognize that what you are facing is
not a problem to solve but a challenge to manage (polarity). Problems to solve have got clear Either/Or answers. E.g. “Should we acquire an ERP or not?” You can only have one answer to solve your problem.
All change movements are polarities. They are unsolvable and unavoidable. Each has got 2 interdependent rights. Each right has got positive results that you want (upsides) and negative results you want to eliminate (downsides).
For example, in implementing balanced scorecard/strategic plans, you have two interdependent poles present – the current state (where the organization is moving from) and the desired state. See Fig. 1 below.