## What's the big idea here? Change management involves the difficult job of changing organizational [[Forming Habits]]. This involves a complex interplay between [[culture,]] [[Leading]], management, [[Forming Identity]], and [[Doing]]. Multiple change management philosophies exist, such as [[Kotter's 8-Steps]], [[lean management philosophy]], [[Appreciative Inquiry]], etc. All can work, as long as they become part of the organizational philosophy. [[transitions involve a messy middle]] as people and organizations move through the uncomfortable state of [[provisional identity]] when they have not yet becoming the new thing. This time is a time of discomfort because [[you always get worse before you get better]] during a period of change. Organizations exist in [[Systems]], so they tend to want to go back to their state of homeostasis. You can't just change one part of a system and end up with a new outcome, so it's key to think of identifying the [[risk & vision]] to staying the same and changing, and continuous pressure to move towards the vision. Often times finding anything that sticks and is [[sustainable]] is more important than the specific change, so [[dial down the scope instead of delaying or canceling]]. Create a period where people believe _any_ change is possible. Celebrate the wins here, [[positive deviance]] can be sought and identified, because [[you amplify what you focus on]]. Set yourself and your team up for future action using [[The Hemingway Bridge]] to start small, find good constraints to manage [[Parkinsons Law]], learn to make sustainable change, and use this as a path to making tomorrow's work easier. ![[transitions involve a messy middle]]