Our educational system and experience in the classroom has trained us to do many things, such as learn about processes, the scientific method, logic, and mathematical truths, as well as understand poetry, inferences, social commentary as displayed through artistic representation and gain understanding through empathetic sharing.
As people who want to make things easier, better and faster, we sometimes look to new processes, services, products and other innovations to improve productivity, produce a more effective return on investment, or provide us with more leisure time. Combining our capacity for understanding with our desire for improvement, we can make the case for change.
But sometimes, there are situations and circumstances we have no control over, and simply can’t change.
When we realize that there are some things that we can’t change, however, an interesting thing takes place. Change happens…except we are the ones that are changed.
Many times, we change our mindsets or our actions to offer accommodation for those unchangeable things or situations that impinge upon our lives, thereby further reinforcing the adage, “The only constant is change.”
But even though there’s something we believe that can’t be changed doesn’t mean we can’t continue to work for change. Another way of looking at it is that if we don’t work for change, we become victims of circumstances (which are also changing…whether we perceive them or not).
Further, if you plan for change, it’s important to glean as much input as possible. To omit a particular constituency because it’s known that they won’t like the potential changes on the horizon is not a valid reason to exclude them from the process. The constituency needs to have its voice heard, and may even offer a viable alternative solution which meets the goals of the project, but modifies the objectives regarding how to attain the goal and allow for a more palatable transitional experience. Constituencies who have their concerns validated are more likely to assist in the process, and not create roadblocks with the intention to maintain things as they are. It’s possible that if members of the constituency are not involved in the process, and feel they can’t change, adjust nor modify the decision, they will change, but not in the way we hope for. They might become a passionate activist, working against what has been decided, rather than a supportive and understanding advocate, helping to guide others to the vision leadership has set out to achieve.
For instance, if you’re looking to streamline processes and cut administrative costs, then be sure to gather input from all constituent groups, including donors, employees, and constituents, rather than simply analyzing demographic trends, potential availability of resources, and economic projections when formulating goals and targets to plan for the future sustainability of the organization.