Managing change in an uncertain world

Whether we like it or not, the world is increasingly interdependent, and there are very few simple solutions any more. Just about everything we do has wider implications than we planned for - "unintended consequences" - which can undermine our achievements.

The last few decades have seen the disappearance of many of the "certainties" that provided industrialised societies with reassurance about "progress" and the "right" ways to do things through most of the 20th century. Instead of relatively straightforward and long-lasting industrial production processes and organisational hierarchies, where people looked forward to jobs for life, we now have constant change and restructuring for organisations, and the need for individuals to be flexible and adaptable.

This is partly driven by the speed of technological change and the possibilities and challenges which this creates. Traditional structures and management techniques cannot easily respond to these threats and opportunities. It is also driven by a recognition of the wider consequences of economic activities, planning decisions and personal aspirations. The social problems and inequality that were supposed to diminish with increasing prosperity are still with us, as a recent report from the Joseph Rowntree Trust emphasises. International inequalities and environmental problems are made worse by globalisation.

Other threats, to our health, our security, and even the survival of humanity on this planet, have emerged in recent years and now dominate public debate. Increasingly people subside into the unreal world of "reality" TV and celebrity gossip to escape the real challenges that face us all.

Organisations of all types are having to face up to their responsibilities, as Government and stakeholders recognise that "business as usual" is not acceptable.

In response, business leaders and public sector bosses make commitments in terms of corporate social responsibility and limiting their impact on the environment, but is anything really changing? Yes, in some cases. Is that change happening fast enough? No.

Obstacles to change

The structures, beliefs and behaviours that we have been brought up with still stand in the way of the changes that are needed. Organisational restructuring is like the shifting of deck-chairs on the Titanic - the new structures and dividing lines still get in the way of effective joined-up analysis and decision making. We still work to the narrow remits and targets that are set by departmental management, avoiding responsibility for the wider consequences of our actions. When we try, specialists in one field can seldom get their message across to those with other responsibilities, and are even less ready to welcome suggestions for change from "outside". It's our nature to retreat to our comfort zones when the "certainties" which underpin our position and our expertise are challenged.

Organisational change IS possible to produce more sustainable solutions, but this indicates some of the reasons why it's difficult to achieve.

Positive change

The changes that are needed are therefore cultural as much as structural, behavioural as well as strategic. Commitment from the top is necessary, but it has to be reflected in strategies, plans, procedures and the way managers manage. It needs to be reinforced by systems of reward and recognition for staff to take it seriously. And people need to be accountable for their wider responsibilities, not just for the achievement of narrow in-year targets.

Handled the right way, this kind of transformation can unleash a tide of energy, creativity and enthusiasm marking a step change in the organisation's development, rather than being "just another" annoying shakeup. Both management and staff can find their frustrations lessened, their ideas taken seriously, and their actions producing clearer benefits.

Benefits in terms of organisational and business performance should emerge - some of them quickly, some over a longer period. Changes in working practices and monitoring systems can yield big savings in resource usage. Lean management techniques can generate significant cost savings and improvements in service delivery. Improved collaboration across teams can result in better designed and more successful projects. Closer involvement with customers and the community can help both at the design and implementation stages.

See the overall Best Value Guidance and Toolkit on Best Value and Sustainable Development for more detail on how a commitment to sustainable development can be achieved, and how it contributes towards achieving Best Value in public bodies.