Last week we introduced a concept to help communities and organizations adapt and thrive during change called the Change Formula.

As a recap: The initial change formula was created by David Gleicher and published by Richard Beckhard in the early 1960s. The formula was later refined by Kathie Dannemiller in the 1980s and has multiple iterations through time. The most widely accepted version of the formula focuses on the three things that have to be present for meaningful change to occur. Without these three components, change initiatives are inherently flawed and at risk of failing. Dannemiller, using Gleicher and Beckhards original formula, combined these three things, in linear fashion, into what is known as the current change formula: D x V x F > R.

This week let’s dig a little deeper into the first element - D or Dissatisfaction with Status Quo.

In essence, we must be able to articulate why it is unsafe to stay where we are during any change or visioning initiative. In the case of the police reform, we might begin by explaining how our current policing techniques and tactics are inadequate, unable to serve multiple purposes and missions, and are not current with the current communities needs.

For movement or acceptance to occur, we must recognize that it has to become uncomfortable for us to stay where we are. Change is painful, but oftentimes it is necessary. We rarely change when we feel good and everything is okay; we change when things are painful. Dissatisfaction with the status quo is the pain potion we need to take in order to move to a place of change.

Dissatisfaction can stem from various sources within a community or organization, including:

Performance Gaps: Discrepancies between current and desired performance levels can generate dissatisfaction among stakeholders.

External Pressures: Changes in market dynamics, technological advancements, or regulatory requirements may create a sense of urgency for organizational adaptation.

Cultural Misalignment: Misalignment between organizational values, norms, and employee expectations can breed discontent and resistance to the status quo.

Leadership Issues: Ineffective leadership, lack of communication, and perceived injustices can exacerbate dissatisfaction among employees.

Unaddressed dissatisfaction within an organization can lead to various detrimental outcomes. Resistance to change efforts may intensify, impeding progress and putting organizational objectives at risk (we’ve all been on the receiving end of a majority rule idea squash). Furthermore, persistent dissatisfaction can have a profound impact on morale, employee engagement, and overall productivity, contributing to decreased performance levels. Moreover, neglecting to address sources of dissatisfaction can result in missed opportunities for innovation, growth, and competitive advantage, ultimately hindering the organization's ability to thrive in dynamic environments.

Examples of real-life Dissatisfaction with Status Quo:

The current hierarchical structure of our organization hampers innovation, slows decision-making, and fosters a siloed culture. To thrive in today's fast-paced environment, we must transition to a team-based, flatter organization. This model encourages agile decision-making, promotes collaboration, and empowers all employees to contribute their expertise.
Transitioning from a local nonprofit to a more regional scope is imperative for our organization's growth and impact. While our current focus allows us to serve our immediate community, expanding regionally enables us to address broader issues and reach a larger population in need. Operating at a regional level enhances our ability to attract funding, forge strategic partnerships, and leverage resources more effectively. By scaling our operations, we can amplify our mission's reach, deepen our impact, and create sustainable change across a wider geographical area.
Our organization has been serving the region for over 50 years and has provided exemplary emergency care. However, we recognize the need for change in response to evolving EMS models and reimbursement structures. The future of EMS demands adaptability, with agencies expanding roles and prioritizing quality care and patient experience to ensure sustainability.
We cannot remain stagnant in our current state at the organization. Safety concerns, including drug addiction and vandalism, threaten the well-being of our community. Additionally, a lack of effective member management, disengagement from our customer base, and absence of innovation hinder our ability to fulfill our mission and thrive.

Over the next week, as you begin to think about a change needed in your professional or personal life, what is a statement you could craft to express your desire and need to change? What is your dissatisfaction with the status quo?