Cause-effect and Interventions

In this fifth instalment, we take a look at how Viral Change differs from the traditional change management in its view on cause-effect and interventions in the organisation.

The conventional approach is linear dynamics territory: big problems require big changes and a proportionate change management programme. Change progresses in a steady, measurable way (milestones and calendars). The programme has a distinct Tsunami effect and the bigger the tsunami the better. ‘We have to catch all at the same time with the same intensity’

Viral Change, however, has a clear non-linear dynamics view: big changes may require a small set of key and meaningful actions or (new) behaviours. The programme resembles the butterfly management effect: small initial change in key areas suddenly appears widespread, possibly ‘revolutionary’ (phase transition and tipping points).

If you want to read more about Viral Change, you can read it all in my book of the same title: Viral Change: the alternative to slow, painful and unsuccessful management of change in organisations.