In this episode, Isaak and Bruno tackle a question that deserves to be asked: this whole “change management” field – this idea that you can “manage change” or that change is something to be managed; is that still a thing? Or is it an outdated idea that deserves to be “phased out” in favor of other approaches to organizational change and improvement?

We discuss the traditional mechanistic approach to change, highlighting its coercive nature and its negative impact on individuals and organizations. Instead, we advocate for a collaborative approach where change is a joint activity involving everyone in the organization. We critique traditional change management frameworks as being focused on forcing change rather than working with people to adapt the systems people work in. We emphasize the importance of empowering individuals and working on the system rather than on people. Our conversation concludes with the idea that true change occurs when people are actively involved in shaping it.

The discussion on The Puzzle Podcast revolves around the concept of “change management” and its limitations. Bruno and Isaak express their frustration with the way organizations typically approach change, which they believe amounts to coercion, manipulation, and exercising power hierarchically. They argue that this approach often leads to people feeling forced into adopting new processes or systems without being involved in the decision-making process, resulting in a loss of engagement and motivation. Instead, they propose a more collaborative approach where everyone is involved in co-creating change. This means actively involving employees in the process of change, working together to figure out what needs to be changed and how, rather than simply telling them what’s going to happen. They emphasize that this requires a focus on the system rather than the people themselves, and that it’s essential to provide a framework for communication, understanding, and reasoning. The hosts also touch on the topic of certification programs and “change management frameworks” which they believe are often more about certifying individuals in specific methodologies rather than truly helping organizations adopt meaningful change.