September 2004 FAQ:

How do you get managers to “connect the dots” to see the change picture?

Answer:

Many of us, managers or not, just “don’t connect the dots … when it come to figuring out organizational change. Maybe it is our internal software, maybe we can’t see beyond the way we are doing things now … maybe we don’t think it our job.

Regardless of the reason, change leaders can’t take the chance that folks won’t connect the dots. A key part of the change process is to “connect the dots for the organization.”

What does that mean? Giving an organization a seven-point vision statement to ascribe to is to bank on folks being able to connect the dots … some will, most won’t. Providing a ten-page blueprint to explain the seven points is connecting the dots … and that’s your key job!!  (For more information on “blueprinting,” see the book Red Zone Management by Dutch Holland at Amazon.com)

By: Dutch Holland, Ph.D.

Dutch Holland, CEO of HDI, has worked as a management consultant for 30 years, helping organizations and leaders manage and implement change successfully. And if you enjoyed this short article, you'll love his new book, Red Zone Management: Changing the Rules for Pivotal Times (Dearborn Trade, Chicago, Fall 2001). Check your local bookstores or read a review at amazon.com or barnesandnoble.com! Contact Dutch at 713.877.8130.

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