The Receptivity for Change Toolset
Receptivity for change is an innovative diagnostic tool to help organisations identify various factors that either enable or inhibit its ability to change – we can identify your transformation potential. We have a validated questionnaire which reliably reveals specifically what you are doing well and what you need development in, so we can recommend future actions to maximise your potential and target executive education interventions.
In more detail, Receptivity recognises that organisations are dynamic. The political, economic, social and technological environment changes rapidly, which demands an equal amount of responsive change from organisations and project teams. Some organisations are better equipped than others to adapt their behaviour. Receptivity attempts to reveal the factors which contribute to organisations or project teams being either open and reactive to change or closed and adverse. By identifying receptivity factors, the critical success factors for change can be better managed and increase performance, leading to success.
Receptivity consists of five factors which ‘High Change Organisations’ interconnect. The five factors are:
- Leading Change - This factor identifies the decision-making processes and analyses the actions of key decision-makers.
- Institutional Politics – This factor explores how the decision-making processes originate and continue, either through formal or informal networks.
- Implementation Capacity – This factor explores where decision-making takes place in greater detail by going beyond structural relationships to explore critical incidents, for example, do staff have the necessary skills and knowledge to implement the change you want.
- Ideological Vision – This factor critically analyses the strategic decisions being made by evaluating their purpose.
- Possibility Space – This factor captures the creativity in organisational processes; how existing behaviours adapt or new behaviours emerge.
Adaptation and emergence are brought about through four management processes: No Universal Best Practice, Organisational Play, Path Dependency and Choice.
There is no universal best practice because staff use their discretion when they make and implement decisions. This means that when local stakeholders need to decide on the future strategy for their organisation or project team, they use organisational play, which weighs up two factors: learning from the past (path dependency) and anticipating the future (choice).
As a taster of The Receptivity for Change Toolset, from the Workbook, we include the cover page of the Toolset (‘Receptivity – Identifying Potential’), the summary report (‘Receptivity – Analysis and Reporting’) and an example of one of the spidergrams summarising how we would display part of the results (‘Receptivity – Analysis and Reporting’).
In collaboration with Aston Business School, we have a 60 Second audio-visual summary of receptivity and its main factors.
We also have a 60 Minute Master Class on receptivity given in front of an engaged and highly participative practitioner audience, who asked important questions about application.