Strength-based approaches to change management

Over the past decades problem solving has been the main target of change management interventions.

These interventions have been criticised because they involve reorganisation of work processed which is feared by employees for several reasons including:

λ Disturbance of the status quo,

λ  It poses a threat to people’s vested interests in their jobs,

λ  And an upset to established ways of doing things. For these reasons, needed reorganization is often deferred, with a resulting loss in effectiveness and an increase in costs.

As a result, change is often deferred resulting in loss of effectiveness, increase in related costs employee disengagement as well as job layoffs.

To mitigate the negative effects of problem-based change processes proponents of Positive Psychology propose the strength based approaches to change management.

Strength is defined using the acronym “CPR” Saleeby (2006)

λ  Competences, capacities, courage

λ   Promise, possibility, and positive expectations

λ   Resilience, reserves, and resources

Strength based approach on the other hand is defined as an “approach to people that is primarily dependent upon positive attitudes about people’s dignity, capacities, rights, uniqueness, and commonalities” (McCashen, 2005, v).

McCashen (2005) also asserts that the strength-based approach has its foundation in social work.

This article will focus on the inherent advantages of strength-based approaches to change management and the general framework of the approach.

Key characteristics of strength-based approach

λ  The Strength-Based approach is a “work practice theory” which focuses on an individuals’ self-determination and strength; McCashen (2005).

λStrength based approach builds the clients on their strengths, specifically seeing them as resourceful and resilient when they are in adverse conditions; McCashen (2005)).

λA unique characteristic of this approach is that it is client led and centred on outcomes in the future individuals set of strengths.

λStrengths-based approaches value the capacity, skills, knowledge, connections and potential in individuals and organisations

λIt is important to note that, focusing on strengths does not mean ignoring challenges, or spinning struggles into strengths.

λ  Consultants using this approach work in collaboration – helping people to do things for themselves. In this way, people can become co-producers of support, not passive consumers of support.

The above characteristics of the strength based approach values the individual as an important actor in achieving set goals.

It removes the notion that the leader knows it all and does not require the input from individuals making up the team.

In consultancy, it allows the consultant be aware of the capabilities of the client system in identifying their challenges and having a part in co-creating solutions.

Core principles of strength-based approach

The strength based approach is hinged on nine principles which drive individuals and organisations to be able to change which are as follows

λ      Everyone in the organisation has unique potential

λ   What you dwell on becomes your reality

λ    The words you use determine your reality

λ  Change is inevitable

λ   Positive change occurs with authentic relationships

λ  The organisation is the author of its own story

λ   The process starts with what the organisation already knows

λ   There is no single way to change

λ     Change is collaborative and inclusive

Types of strength-based models

λ Appreciative Inquiry Model

λ Critical Response Process – Liz Lerman

λ OSKAR Coaching Model

λ SOAR Model

λ The Conferencing Model

λ ROPES

λ Strength Mapping

λ Theory U

Previous articles on this column have dealt on Appreciative Inquiry which is the core of the strength based models.

An in depth discussion of the other models will come in our subsequent articles as we would like demonstrate how a shift in this direction will help individuals and organisations refocus drive to lead sustainable transformation.

We end this week’s edition with a quote from Peter Drucker who said, “The task of leadership is create an alignment of strengths for purpose or toward a goal in such a way that weakness becomes irrelevant”

Paul Nyausaru is an OD Practitioner and leadership coach. For all your OD interventions and leadership development training you can get in touch with him on whatsapp/call +263774062756 or Email pnyausaru@gmail.com

Chiedza Kadare is an OD Practitioner. You can get in touch with her on whatsapp/call +263 77 283 0986 or Email chiedza.kadare@gmail.com