Non-sustainable effects
From LSI
Contents |
Non-sustainable effects: LSI contributes to getting more and better work done
Non-sustainable effects are short-term, first order effects. The LSI contributes to getting more and better work done in the system, but the status quo is not challenged. The change is not transformational but transactional, the LSI does not "ripple off" somehow, the effects are:
- only here, not there
- only now, not then
- only we, not they
NB: This does not mean that those effects are not important. On the contrary, if you keep in mind that a lot of change processes never reach sponsors objectives, it is a great result when a change process is successful. Moreover, non-sustainable effects of an LSI may generate potentials for future change processes to bring sustainable change.
The focus of this research is however on the question "When does LSI bring sustainable change?". In that light short-term effects are good start but not enough.
Note: whether sustainable effects can be observed depends also on when the evaluation is done. Direct after the LSI is too short to speak of "sustainable" effects, too long after the LSI may blur the evaluation too much, due to for instance changes of CEO, mergers or acquistions, or other drastic changes.
Short term objectives are met
- The LSI is considered worth the effort
- New structures, strategies, procedures are formulated and/or implemented
- New proposals, wishes, needs and interests introduced/ expressed
- More informed decisions
- Coherent and effective collaboration on an issue / problem
- Consensus development among organizations and entities outside the formal structures of any of them
- Increased individual skills
- Controlling inspectors are satisfied
Increased awareness and understanding of the system and context
- Increased awareness of larger systemic developments
- Discovery of generative themes, emerging patterns of working
- A picture or model for operating in a more coherent, integrated way
- Increased knowledge of work processes
- Common ground for information gathering, education, raising awareness
- Deepening mutual understanding of each other's situation and more respect for other views
- Individuals understand the organisation's objective, they know its strategy, how it is doing, and who their customers and competitors are
Commitment and energy for change, better implementation
- Less barriers, more enthusiasm and support for the change process
- People are committed to do something together, getting diverse interest groups together discussing real issues; action groups are viable
- Players take responsibility for the issue
- Engagement with outcome, better acceptance of conclusions, designs or redesigns
- Increased building of trust enables personal action
- Decreased polarization
New relationships, more potential for innovation
- Learning bridges between those in power and other voices, so something new can emerge
- Emotional bond between participants
- New relationships are created, networks are extended
Some elements of LSI are transferred
- Participative follow-up meetings
- People start incorporating some elements of LGI in their own meetings (sitting in circles, using talking stick, inviting “strangers”, working in small groups, more visualizations)
Efficiency is increased
- Condensation of work, better alignment, less disturbance
- Better use of resources and knowledge, substantial savings in time and money
- Decreased implementation time
