Part 2: Guidance for the Change Agent
The Metaphor Language Research Center has taken many assignments to develop strategies for improving processes in developing countries in South Asia and Africa. This is the second of two articles and offers some recommendations to change agents, based on our experiences. (Read Part 1 here.)
Individuals who desire change in their governments and institutions may or may not have a clear idea
of the outcome they want but seldom have a realistic concept of how to achieve it. In particular, they do not comprehend the inertial resistance they will initially face and the countervailing forces that will persistently erode new processes installed.
Prepare
Understand the “lay of the land” and learn what government departments or non-government agencies have full or a degree of control over the target area.
Who are the stakeholders in the issue in question?
Who has what authority?
Who are the key deciders and decision influencers?
What are their beliefs and attitudes?
What problems in the past have been caused by individual attitudes, changeable policy, law?
What are legal or physical constraints?
Draft an approach that considers the needs of all stakeholders and the power structure
What is the incentive to change? Everyone on the planet has other priorities and is the star of their own movie. Why should they be a bit player in your movie?
Knowing exactly what you want to be different and how the change can be effected is an asset and liability.
Very often, change is blocked not because of resistance by the deciders but because the issue is very complex and the benefits of solving it are not fully evident and not a priority
If changes are made, who will benefit and who will not?
What are the foreseeable consequences?
Will some other “good” be compromised by a solution?
What has been tried before, if anything?
Does the proponent have a plan for effecting change or simply a dissatisfaction and a wish that things would be better?
Do you have a compelling case for the government or institution to engage?
Gain engagement: Establish a constructive dialog within the organization
Complaints, protests and other demonstrations of discontent may put pressure on leaders and a leader may be able to use that public outcry to engage the institution. Other times, it will be useful to engage a powerful community figure to help open the door– political, religious, cultural or other leaders may become allies. The goal of engagement is to gain acknowledgment of the issue, its severity and commitment to address it.
Participative solution
Establish a work session with stakeholders who have the authority to act or are key decision influencers. Establish agreement on the need for change, a vision, plan and progress monitoring. Employ methods that lead to sharing ownership of the idea, take account of new information and yield genuine commitment from all individuals.