Change Agents LO721

JOHN N. WARFIELD (jwarfiel@osf1.gmu.edu)
Mon, 10 Apr 1995 07:21:09 -0400 (EDT)

CHANGE AGENTS. Any complex situation can be discussed using the "golden
triad" laid out as: {CONTEXT, CONTENT, PROCESS}. If a situation is
complex, it's important to break these out separately; especially with
regard to organizational/consultant roles. It has been my own experience
that few people have broad enough knowledge of an organization to
articulate sharply the CONTEXT in which changes should be contemplated and
articulated. Many people have lots of CONTENT relevant to the change, and
that CONTENT is best focused by generating it and organizing it in an
articulated CONTEXT. Few people really understand process requirements to
develop high quality CONTENT, even when given a clearly articulated
CONTEXT.

How to respond to these remarks? I think the Change Agent works with
high-level executives until a well-articulated CONTEXT statement is formed
which, modified by reviews and comments of many, ultimately becomes the
umbrella for change. After that is done, and only after that is done,
wide participation is solicited to take part in a PROCESS which is
furnished by the Change Agent, the only organizational involvement being
in assisting with details required to fill out the PROCESS. The Change
Agent's role is to administer the PROCESS. The organizational people's
role is to provide the CONTENT. By sharply defining roles in this way,
little or no conflict is likely to appear. There is another actor needed
to complete the pattern. That actor is a computer that serves as
sequencing agent and organizing agent in managing the activities and
information from a documentary perspective. Without the computer help in
this way, scientific data show that outcomes will generally be quite
deficient, and will certainly not be widely accepted.

John N. Warfield
Jwarfiel@osf1.gmu.edu