At the core of "Change Agentry" is the science of how we learn. Understanding learning models from basic "stimulus and response" to increasingly complex models harnessing our collective problem-solving capacity starts you on your journey.
Develop some sense of what the concern is, a sense of where the system seems to be hurting, and where the need for change is most pressing. Look around and listen to what is being said by different members of the system before determining what the real concern is.
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DIAGNOSIS: understanding the real problem
With an adequate definition in hand, the change agent and the system can begin to reach out for resources that might be relevant. "Resources" come in many forms: people, finances, space, time, technology, and knowledge , especially knowledge of other change efforts, successful and otherwise. Just plain ideas can also be useful resources.
With a well-defined problem and an assemblage of relevant resources, the system is in a good position to choose a solution or a set of possible solutions.
The planned change model is inserted in the larger context of an on-going change strategy, both for the change agent and for the client system.
The process of change is ongoing. It does not end discretely with a single project or a single cycle of activity such as we have outlined in the preceding stages.
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