Visual Thinking through the Ages

How do we respond to change?

When change is poorly communicated it can often create discomfort, and people react to that discomfort in different ways. In that state important strategic messages are unlikely to land because people’s minds are focused on their own fears and concerns.

Panic, denial and avoidance are common reactions which are often interpreted as resistance to change. It’s easy to judge these reactions as resistance, though they are natural, largely unconscious responses to what can feel threatening, overwhelming or scary. I know that when I’ve been worried or concerned about my future, I’m not usually in the best state of mind to listen to other people’s helpful advice. Emotional responses to change often go unvoiced if there’s not enough safety or trust to share them with someone.

In this situation it’s really important to find an opportunity for catharsis - which is the process of releasing, and thereby providing relief from, strong or repressed emotions.

We believe that by acknowledging the emotional impact of change and allowing space for it’s expression, conversations can become more productive. Then there is more chance of creating a shared story that everyone cares about and feels part of - because they feel cared about too.

The Goal is One Team

Does systems working in the NHS feel a bit like this at the moment?

Bigger Picture Perspective

A Rich Picture doesn't always give you the Big Picture

In our experience there is a common misconception that rich pictures are effective in shifting cultures or behaviours when created to transmit information.

Visualising a strategy and sticking it on a wall or a mouse mat does not lead to people changing the way they work.

We believe that the best way to engage with employees is for leadership to co-create a Big Picture with them, allow them to make sense of what the change means for them in dialogue and listen to what they have to say.

Change doesn’t come from telling people with a better piece of paper.