As we settle into the new year there is often a mix of frustration at things that we know don't work but we are forced to continue with them (because that's how life is) and the heady mix of bold resolutions for change that may not be realistic, creating a catch 22.
I am involved with a wide range of individuals and organisations through the work that I do, focusing on a broad range of development areas, including aspirations, strategy, evaluation, process and planning, or the creation of new directions, amongst others.
One of the most common questions that comes up when looking at significant change or development is "when is the right time for change?"
I would suggest you start with a couple of different questions "what is the right attitude towards the change?" and "who does this affect that I could involve in shaping it and making it happen?"
Often people get stuck, because the worry about the need to have all your ducks in a row, an answer for every question and all the detail in place requires such time and effort that when faced with competing immediate priorities, the bigger picture focus can get squeezed to one side with the relentless pace of demands on our time and attention.
Part of this can be if you are relying on the expert model, where people feel the need to define the problem, identify both the problems and solutions and then consult about it. There can be fears about going into a process with the concept of improving something without all the detail - will there be criticism?, what if we don't have answers to all the questions?
If you can let go of that fear and create a space for the widest group of people to contribute, my experience is that they step up to the plate. Be honest that you will work out answers together as the issues come up, not every idea will be taken forward, but an explanation as to what is happening and why will be key.
Don't let people's frustrations with what doesn't work appear on your radar in their exit interview because there wasn't anywhere else to address things. If you honestly set the terms for what you are trying to achieve together - and then crucially; stick to those values and reflect the results of the input, you will get better rounded results and a better pace of change.
I recently co-ordinated an event on Risk and Opportunity for In Control Scotland and there was content from people with lived experience, staff, organisations and written feedback from Health and Social Care Partnerships. No one group controlled the agenda, we were all encouraged to express our own perspective without it having to fall into one overall theme. It was a sensitive subject and one disclaimer I made at the beginning of the day was that people were going to share their perspectives and some of this was sensitive, so we need to treat each other with respect.
It was one of the most honest and thoughtful sessions I have been to, nothing was avoided because it was too awkward, and I hope people will reflect on that and be bolder when building future conversations about what can be achieved collaboratively.
So next time your big idea comes up, I hope you can create the space to focus on who and how rather than just when you will be ready. It's a real culture shift, and the growth in focus on Teal organisations and peer support indicates much wider acceptance of these principles. You don't have to be ready to tell people, you just need to set the scene, be ready to listen and support ways for the contributions to be taken forward...
Here's to a year of meaningful change - please get in touch if you want to discuss more.