Our ‘transition labs’ explore the breadth of factors that impact the changes you want to make. We aim to get these ‘on the table’ and foster the courage to hold challenging conversation about the implications for all involved. An honest conversation is an important step.
The outcomes frequently boil down to the ‘big three’: clear mission (understood and bought into by all); strong leadership (committed to driving it through); the right culture (the mindset and beliefs that underpin what you do and how you do it).
As Drucker said, ‘culture eats strategy for breakfast’, and we aim to address this head-on. We use many different approaches, including those drawn from our ‘Zeta principles’ , to highlight the way things are now, the ways they need to be and how to make these changes.
Ultimately ‘nothing changes unless behaviour changes’, so we aim to generate and (re)affirm not only the ground-rules but also what has to be done to bring the change about.
In practice, this means a minimum half-day workshop and often one day plus.
We aim for commitment, getting things to happen on the ground for long enough that fresh practices become part of the ‘way we do things’. It is unlikely to happen over the short period of a workshop which is why ‘Transition Labs’ tend to be part of longer ‘field and forum’ programmes.
Here are case notes from three examples of what this might look like in practice: