So far I've depicted change as a fast-moving river, a cascade of evolving circumstances that either floats or drags individuals and organisations from their comfort zones, right into the "new and then". But what if we shift our perspective and see change as an experimental platform? A chance to grow, innovate, and learn together in a dynamically changing environment?
Welcome to the playground of our fourth principle, "Learn Together through Experimentation."
Let's start slowly. On surface impression, the idea of "change experiments" sounds like hyper-change; taking something of which the outcomes are unknown and then doing more to it, to create even less certainty. For those who like it a bit more linear and predictable (aka: all of us, in at least some...if not most settings) this can seem wholly unnecessary.
So let me reassure you that an experimental approach to change is much like being a diligent scientist. Instead of being daunted by the scale of the transformation journey, we break it down into navigable chunks and develop a series of experiments, each with a specific learning goal. We test, we learn, we iterate and we adapt our overall approach. As leaders, we foster a culture where failure is not a dead-end, but an insight - a fresh piece of learning to refine our strategies and inform the next experiment.
I'm new at this...what are some Change experiments?
Iterative Prototyping: I put this one first, because as previously discussed, it was my biggest learning in my time at Escient. Prototyping involves creating a basic version of the new system or process (a prototype) and "trialling it" with users. Note: you don't have to incur many expenses here; it could be 'paper versions' of digital screens, shown to "users" in a workshop. However hi-fi or lo-fi your prototype is, it's about learning from its performance, and then refining based on the insights gained. And it's not just a tech play either; I've watched mining operations 'prototype' physical layouts of trucks and onramps.
Pilot Programs: This is probably the most common form of change experiment. It involves implementing the proposed change on a smaller scale before it's rolled out across the entire organisation. For instance, a company looking to adopt a new project management software, could first implement it within one programme before expanding its use. Hot tip: you'll probably need to sweeten the deal for your guinea pigs pilots...so if you don't have mandate for granting additional resources / budget, then you might need plan in an extra layer of tailored change support, to help get faster ROI.
A/B Testing: Often used in marketing and product development, A/B testing can also be a valuable tool for organisational change. For example: not sure which version of a process is better? Present Version A or Version B to different groups within the organisation and compare the results.
Time-Bound Experiments: These are changes implemented for a specific period, with a pre-determined end point at which the change will be evaluated. You have no doubt seen this in some way related to the Pandemic e.g.: flexible work hours / WFH being extended for a set period, at the end of which employee productivity, satisfaction, and work-life balance were assessed.
Cross-Functional Experiments: These involve implementing changes that break down traditional departmental barriers and encourage cross-functional collaboration. One of my all time favourite activities is facilitating multi-disciplinary, cross functional problem solving sessions. Though as a side note: don't underestimate the preparation and subtle 'rules' needed for these to work well. But the sky is the limit if you can build a 'culture' of these types of sessions being modus operandi. And would you believe it...I've even seen problem solving sessions with multiple internal teams (not using weapons) and involving...THE CUSTOMER?!? *dramatic music plays*
Whilst these are some of my favourite suggestions with clients (spoiler alert...), it's certainly not an exhaustive list. Moreover, the key to successful experimentation is not just in the doing, but in the learning. After each experiment, teams should come together to debrief what worked, what didn't, and how these lessons can be applied to future change efforts.
In fact perhaps the real beauty of this principles is that it inculcates an active participation from all stakeholders. It encourages everyone to be part of this exciting journey of collective learning, where each small experiment paves the way for a larger transformation. It’s not about waiting for a perfect plan to fall into place, but about daring to experiment, learning from the outcomes, and swiftly adapting.
"Nice article mate...but that won't work here"
I don't blame you if you thought: “That’s a great concept, but it doesn’t apply here. Our organisation, our industry, our people...we just don't work this way...” You might be in an industry where changes are typically 'high-stakes', a culture that is risk-averse, or under leadership that demands only "solutions, not problems". Organisational inertia is perhaps the biggest change challenge - and also the content of my favourite change visual.
I would anchor you back to this: learning through experimentation doesn't mean taking wild, uncalculated risks. It also does not equate to ignoring the unique realities and constraints of your organisation. In fact, it's quite the opposite. It means being calculated and precise, breaking down the change into manageable chunks, testing them, learning from the outcomes, then refining and iterating.
If you're in a conservative environment, try this motto on for size: "Experimentation is the most calculated thing we can do!" That might shift the tone to open-mindedness, where "failed" experiments are not a dead-end, but a lesson, a fresh piece of learning to refine our strategies and inform the next experiment.
If you've got a poor change culture or the 'bad vibes' are still lingering in the hallways from the last organisational change, then I'd argue you can't afford to ignore creative approaches to change; reasons stands that if you do the same things, you'll get the same results.
So, (given you've come this far in the article!) my challenge to you is this: Don’t reject the concept outright because it seems too daunting or unconventional. Instead, ask yourself, “How might we employ the spirit of this principle within our unique context?” Experiment types like the ones listed at the start are nearly universally applicable...but it's you as the change leader who shapes their feasibility.
Where are there opportunities, however small they might seem? It might be in the way you facilitate team meetings, how you gather and utilise just one element of feedback, or in the way you ask people to plan.
An important underpinning of this principle is flexibility. It acknowledges that while we have a clear vision for change, the path to get there may not always be linear. But there is a very clear distinction that needs to be made upfront; it's not about random, unguided actions. Each experiment must be aligned with the overall change vision and goals, which if done best align to organisational purpose.
The next time someone says "That won't work here"...you might choose to agree with them - but suggest you try again in a methodical way, just to be sure. As Thomas Edison once said, "I have not failed. I've just found 10,000 ways that won't work."
Neither of us has time or budget for 10,000 failed ways, so let's run some well thought out experiments and get successful change happening sooner and smoother!