In the previous article I wrote on this blog I talked about “the importance (value) that small gestures repeated daily had in comfort and joy of so many people.”
One might think that this is the implementation of good practices “transferred” from other organizations and that once applied to the context have yielded satisfactory results. But I think not! These gestures are the results of radical changes operated for some time in how health care should be thought out, designed and implemented.
Today more than ever there is a need to challenge the normality and come up with bold proposals to create environments that make sense, something which is not compatible with small incremental improvements we see frequently. It is necessary to think in a disruptive way.
“There is no better time to challenge the status quo than right now. Winning organizations in the next decade will be those that produce and implement ideas that are not easily conceived of or replicated by a competitor. Companies will create new categories and redefine old ones. Customers will fundamentally change what they want from the products and services they experience.” – Luke Williams
And if the “clients” will present a new posture vis-à-vis suppliers or promoters of goods and services, then the relationship types will change. The search for a valid reason for the existence of those goods or services, something that makes sense, will be a priority activity for the employees of these organizations.
The ability to find meaning in change is a necessary competence to any employee of an organization, because what people think they are in context is that shapes what they accept or how they interpret events or unexpected proposals that may arise.
But, make sense involves more than just explain unexpected events or disruptions in the frequency of events foreseeable, as happens with the technological disruptions that ask for an understanding of this change.
Sense-making is something that emerges quickly when we are confronted with major disruptions, i.e. things that interfere with our prejudices and that are unexpected and nothing really common.
When in Portugal the (2008/09) Government decided to launch a program of massive distribution of small computers “Magalhães” by schools, the initiative had warm support and media as well as opinions on should abandon as is foreseeable course in politics.
I am referring now to this episode so applauded internationally, as an act of political, technological and social innovation that have (or had) its advantages but whose assessment we still await.
What I care is that the “Magalhães” was in fact a disruption, a significant change in the lives of children, schools and families.
Now revisiting the pieces of data and information and pretentiously with some ability to link them in a visible set that makes sense, I think that what in fact lacked was a certain degree of personal transformations or basic changes in the way we think to integrate this great change.
People didn’t know who they were in that new context!
We need to understand this need of learning for building this “make sense”. We must develop the ability to determine the deeper meaning of what is being expressed by the staff of the organizations, in which case “Magalhães” would be all actors of the new educational ecosystem.
After all it was a collaborative process of creation of common awareness and understanding of individuals with different perspectives and diverse interests.
In this and other cases are those bad practices that warn us for nuclear needs that matter meet when change unexpectedly, even eventually controlled, comes over a system. This is the case of learning of the construction of a “make sense”, the nuclear skill to embrace the success in the coming years.
Workers in the future will have to be adaptable students and life-long and must learn not only about issues that matter, but also learn to be full participants in the change game.
“There is no elevator to success. You have to climb the stairs! “– Anonymous!
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