Creating the Capacity for Change

16 Jan

Written By Ed Pike

One of the three constraints for any change is the capacity of the organisation to create and adopt new behaviours and processes.

The ability to spot when capacity is low is essential for any change agent.

After decades of productivity and efficiency programs, organisational capacity is at an all-time low.

In this article, we look at the outward and visible signs that capacity is limited, including a diagnostic tool to help you assess your environment.

We offer a range of tactics and suggestions on how to measure and improve both team and individual capacity, and how to navigate the tough conversations that can be needed

Signs that capacity is limited

The first stage is spotting that you have a problem. We identified seven themes which highlight capacity limitations.

Confusion over clarity
Lack of a clear vision, confusion, frequent conflict and misunderstandings, low levels of engagement and involvement
Lack of Direction
There is a low level of leadership support or conviction for strategic changes. There is poor alignment between leaders, with plenty of vested interests.
Survival Mode
Everything is a crisis, long hours with low efficiency, leading to poor or slow decision making. Micromanaging is common, with a low toleration for risk and
Worn Out
High stress levels, Increased sickness, negative attitude, out of character behaviour, quiet quitting, apathy and low morale
Poor Behaviours
Blame, defensiveness, and accusations are common. There is an active rumour mill and silos that create barriers
Lean Operating
Inadequate resources, and training the organisation is rightsized for operations with little or no capacity for strategic change. High turnover rates. Late, or low mobilisation to projects.
Performance suffers
Growth stagnates, commitments and deadlines are missed