Day 148 MIT Sloan Fellows Class 2023, The art of leading 5 "Collective creativity and how to communicate with people"

Improvisational Model

An Improvisational Model of Change Management

The challenges and misconceptions surrounding technology-based change in organizations. According to the authors, traditional models of managing technological change, which treat change as a sequential series of pre-planned steps, are becoming less effective. This is due to the complex and unpredictable nature of modern environments, making it difficult to stick to a rigid plan.

The authors propose an "improvisational change model" as a new way of managing the introduction and ongoing use of information technologies. Contrary to traditional models, this model views change as an ongoing process filled with unpredictable opportunities and challenges. It defines a process that revolves around three types of changes - anticipated, emergent, and opportunity-based. This approach allows organizations to experiment, learn, and adapt as they use technology over time.

Adopting the improvisational change model implies a departure from the "command and control" paradigm. Instead, it encourages management to create an environment that facilitates improvisation. The article uses the analogy of a jazz band to illustrate this point: while each member is free to improvise, the overall performance remains harmonious because it operates within a shared framework of expectations, norms, and resources.

The article emphasizes that effectively implementing an improvisational change model requires aligning the technology with the organization's context and change model. This alignment doesn't happen automatically and requires ongoing adjustments. Additionally, the authors note that not every organization or situation may be suited to an improvisational model of change - especially if the culture doesn't support experimentation and learning.

In conclusion, as organizations continue to adapt to new technological changes, the improvisational model offers a flexible and responsive approach to managing these changes, particularly in unpredictable and complex environments. However, its effective implementation demands a significant shift from traditional practices and might not be suitable for all organizations or situations.

Anticipated, Emergent, and opportunistic change

The article discusses three types of changes within an organization: anticipated, emergent, and opportunistic change.

Anticipated Change: This type of change is pre-planned and mapped out with a detailed timeline, including expectations, milestones, and contingencies. It is the standard approach for most organizational projects, where outcomes and transformations are anticipated and planned for.

Emergent Change: This type of change arises spontaneously from the ground level and veers away from the anticipated plan. These are unplanned adaptations made by different stakeholders such as managers, employees, customers, or partners in response to evolving circumstances. The article provides an example of emergent change when MIT's Sloan School of Management moved to web-based student applications, which unexpectedly led to the creation of a vibrant online community by admitted students.

Opportunistic Change: This type of change is not initially anticipated but is officially incorporated into the change process at a later stage. It is often a result of recognizing and institutionalizing emergent, grassroots practices. Opportunistic change can also occur when organizations identify unforeseen capabilities or opportunities and adapt to leverage them. The article cites an example of a software company that discovered its customer support system could be adapted into a training tool for new hires.

There are situations where emergent or opportunistic changes may be less likely, such as when an organization attempts to precisely replicate a proven model without any local adaptations. Despite this, uncertainties abound in every domain due to evolving technologies, market changes, emerging competitors, and shifting economic and political landscapes, suggesting a constant need for adaptability and improvisation.

Some tips from sessions

• Time budgeting
• Full transparency is the driver of creativity and productivity
• Don't change who you are
• Asking "tell me more?" not "why?"