Leading Transformation in an Organization

According to Dr. Dela Adadevoh there are six factors that influence the process of leading transformation in an organization. For him desire for change, dream of a new future, and design of a strategy form core factors that foster transformation in an organization. Other critical factors, according to him, that influence the process of leading change in an organization are development of leaders and resources, driving change, and determining progress.

            Dr. Adedevoh says that a desire for change is visualization of an ideal state that resonates with the organizational values and mission statement. A dream of a new future suggests creation of a guiding coalition or a dream team through prayers, questioning the current status of the organization, and inspiring others to brainstorm a better and futuristic picture of the organization. He says that ‘the leaders dream about new paradigms of growth specifically in the areas of participatory involvement, value-centered problem solving, and creating a new course of action’.

            To design strategy, according to Dr. Adedevoh, means addressing the gap between the ‘Dream’ and present reality by focusing on casting a vision and bridging the gap to help create change. A number of approaches can be employed to develop strategies for achieving stated vision. In strategic planning, he points out, leaders look at internal and external components to the organization such as its strengths, weaknesses, opportunities, and threats (SWOT). He goes on to say that a strategic leader creates appropriate strategies that would help him or her to move the organization toward the desired destination. As an example, a leader can do a force field analysis by listing factors that support change and other factors that undermine change. Factors that promote change are called driving forces. Factors that undermine change are called restraining forces.

            Regarding the development of leaders and resources, Dr. Adedevoh says that it is equal to inspiring key ‘stakeholders’ to embrace new direction and to take appropriate steps of action. It is also equal to alignment and empowerment of team leaders in the application of new strategies that drive the organization to the new and desirable destination. He proposes that the development of leaders and resources should focus on the organizational environment, experiences needed to develop, exposure to people, education in materials and training seminars, and evaluation.

            To drive change, according to Dr. Adedevoh, is to generate short-wins by planning for visible improvements. He argues that team and individuals require motivation since change takes time. Thus goals built incrementally need to be mapped out and celebrated when accomplished. He suggests that initial steps for change must have specific goals, deadlines, and projected results because when initial gains are consolidated the ongoing momentum for change is multiplied. Another gain, he points out, is that new approaches to problem solving emerge and are thus anchored into the fabric of the organization.

            Finally, Dr. Adedevoh cautions a change leader to seek ways of determining progress all through the transformational process.