ChangeStories

Dr Susanne Evans is an organization change consultant, researcher and podcaster on a mission to transform transformation. Based on her 25 years in consulting and her PhD research, she developed the ChangeStoriesTM methodology, enabling her clients to ask questions, create compelling stories, and unleash powerful conversations to drive change.

Section 1: Introductory content

Why am I finding change so messy/difficult?

Introduction to why change can be messy (and why the reader might be reading this book). Illustrate with stories of messy change from my own experience to show I understand the frustrations that they may be feeling. I’ve been there and know there are a number of reasons why change can feel hard to achieve:



Too much focus on process
Change is managed in organizations as a group activity but we all change as individuals
Not taking time to reflect and understand the hidden factors in organisations that can act as anchors and barriers to change
Not understanding individual reactions to change (and why the change curve isn’t helpful)
Not having a clear vision of what the future is going to look like (and not being able to share this with others)
Not enough focus on conversation/inquiry and story (and that is why this book can help)

What is story and why is it important to us as humans?



Key elements – sequence of events, time and place, characters and emotions
Structure – story arc, Hero’s Journey, Pixar Story Spine, emergent and multiple authors
Why do we like stories – emotions/adversity, Heider and Simmel, evolution and neuroscience, story as meaning making

Why is story important in organizations?



Honest and truthful leadership – tell the whole story
History
Identity/getting to know ourselves and others
Every day communications – characteristics of a well told story, presentations, creating a compelling story of change
Different story types in organizations – see Mike Adams/Shawn Callaghan and also show examples of organizations who use stories well such as Patagonia/Dyson etc
Creative behaviour
Leading with human characteristics – authenticity, collaboration, generative, playful, connection, human centred, trust, innovation and psychological safety – research shows that this is what is needed in organizations and stories can help with this

What’s wrong with how we view change?



What is a change?
Technology/process/people
Myths I want to challenge: 70% of change programmes fail (this is simply not true – refer to Mark Hughes’ work);The change curve – was not developed in response to organisation change. It refers to grief and organisation change is not the same; Complexity and uncertainty are difficult to handle for many of us (or is it – we are all better at dealing at change than we think we are)
Focusing on ‘stealthy change’ – evolution not revolution. You don’t need to have a huge change programme every time you want to create a change
Make change an everyday thing

Section 2: The ChangeStories model

Introduction to ARIAS (Attention, Reflection, Inquiry, Appreciation, Storytelling)



Change agent/leader as archaeologist – examining what is under the rug in the organization and using what we find to inform our approach to change Kets de Vries (seeing under the rug of the organization)
This approach offers models and frameworks to act as a support, not something to be rigorously followed (unlike other change methodologies)

Attention:



Why is this important (evidence and stories)? Paying attention to what people are telling you in the organization
What are the personal and organizational qualities/values/culture that are needed to create space for attention/noticing? Being an authentic leader (but what does this actually mean?)
What are the models that can help with this? (Duarte - walking tours, Duhigg - theme spotting, Klein – paying beautiful attention, listen to stories, particularly ones about the past – nostalgia, Bridges – Transition model
What changes do I need to make to my practice/to organization structures and processes to make this happen? (Reflective questions)

Reflection:



Why is this important (evidence and stories)? Taking time to reflect every day but particularly during change projects (build into the plan)
What are the personal and organizational qualities/values/culture that are needed to create space for reflection?
What are the models that will help with this?
What changes do I need to make to my practice/to organisation structures and processes to make this happen? (Reflective questions)

Inquiry:



Why is this important (evidence and stories)? Change is messy and there is no getting away from this fact. We can try to ‘manage it’ as much as we like but because it involves individual humans, it will always be messy;
The dark side of change – resistance (is nothing to be afraid of) – reframe as something healthy
What are the personal and organizational qualities/values/culture that are needed to create space for inquiry (rather than advocacy during change)?
Dialogue and conversation – courageous conversations, having uncomfortable (not difficult) conversations
What are the models that will help with this? (Appreciative inquiry, Humble Inquiry, More Beautiful Question)
What changes do I need to make to my practice/to organization structures and processes to make this happen? (Reflective questions)

Appreciation:



Why is this important (evidence and stories): Appreciating the best of what is in an organisation (link back to AI) and building on this/taking this forward through change creates greater change ‘stickiness’; Looking forwards and backwards when creating change;The impact of the past/history on the organization - the history of an organization matters and will impact on the ability to create change
What are the personal and organizational qualities/values/culture that are needed to create space for appreciation?
What are the models that can help with this? (refer back to AI, SOAR)
What changes do I need to make to my practice/to organization structures and processes to make this happen? (Reflective questions)

Storytelling:



Why is this important (evidence and stories) Translating all that we have learnt through the ChangeStories process into a story/performative act/meaningful narrative that creates emotion and is authentic; Telling a compelling change story focusing on outcomes and what it will look and feeling like to work here in the future
What are the personal and organizational qualities/values/culture that are needed to create space for storytelling?
What are the models that can help with this? (Hero’s Journey, story arc, Pixar Story Spine, the ChangeStories storymaking template, SCARF, Donald Miller storybrand, narrative canvas)
What changes do I need to make to my practice/to organisation structures and processes to make this happen? (Reflective questions)

Section 3: Over to you…

The process of creating your story (the ChangeStories storymaking framework)



Storyfinding: Making sense of the outcomes of ARIAS; Using existing content in your story (eg creating a strategy or translating an existing strategy – role dependent. CEO creates narrative, middle manager/HR professional or change professional translate it into something meaningful for their team); What story do you want to tell and why?; What emotion/transformation do you want to create? What are the ‘anti stories’ that could derail your story?
Storymaking (template): We’ve discovered…; Because of this…; We are going to…; So that…; And now…; So you can…
Storytelling: Characteristics of an authentic and memorable story; Performance – body language, voice, presence, humility, humour etc; Creating collaborative stories, teaching others to use stories; Doesn’t have to be verbal – texts, drawing, photos, artefacts
Storyhoning: Reflect and refine the story – iterative and ongoing process

Other things to think about:



Building change capacity and resilience in the organization;
Bringing in outsiders (consultants) during change;
Different change roles (eg leader, change agent, HR, line manager) and their role in the process

Ideas for activities to use to use ChangeStories in your organization



Focus groups (using appreciative inquiry)
Building story skills – story spotting, story bank, story practice, telling your own and the company story
Open space
Coaching and challenging limiting beliefs
Templates and downloads for readers to use