I would like to build upon Enrica’s post about change in the CGIAR. I came across a really useful matrix yesterday (thanks to a forward by Stephan Dohrn from IFPRI of the Change Management Newsletter), that can help us evaluate the need / usefulness for knowledge sharing approaches in the context of change.  Ralph Stacey looks at change processes form the perspective of levels agreement and certainty.

  • High level of agreement in an organization / high level of certainty: Requires traditional management approaches
  • High level of agreement in an organization / high level of uncertainty: Requires consulting scenarios
  • Low level of agreement in an organization / high level of certainty: Requires buy-in strategies

While low level of agreement in an organization combined with a  high level of uncertainty leads an organization to the edge of chaos”, The Change Management Toolbox tells us about Ralph Stacey’s Matrix:

Most contemporary management processes are situated in a field that fluctuates between the extremes that have been delineated above. Characterised by a medium to high level of uncertainty and by stakeholders with highly diversified perspectives on what should be done. Here, laws of complexity science and neurobiology apply to change in organisations, and change is the norm. In such environments, the main task of management is to facilitate the co-creation of the organisation’s future, to provide room for self-organisation and to let people decide themselves about their own and their organisation’s issues. I firmly believe that such strategies are the only way to lead out of the political crisis of the world, and that more and more profit and non-profit organisations will adapt management tools for co-creation, such as Open Space Technology, Appreciative Inquiry, World Café, and other tools to come.”

Another interesting and related post (The Giraffe blog) is about a very recent seminar at IDS with David Snowden. The post highlights Snowden’s Cynefin KM Framework.  

Looking at the CGIAR change management process: where do you think that we stand in those matrixes? And what would be the best appraoches to enabling change in the CGIAR?