How can you benefit from external changes with the People Change Scan?
Transavia Airlines wants to become an agile company that can benefit from external changes in the rapidly changing outside world. Companies become more agile as they undergo a transformation that promotes the development of more complex value systems.
Why many transformations fail
So why do many transformations fail? Often companies first set up the structure: that’s how you have to do it. But with that they simplify the change and only follow the rules; the soul is missing and the organization is not agile. The people continue to work procedurally. The soul only emerges when people actually start working with themselves and change their mindset. On an individual level, group level and organisation level.
If you only set up the structure and a process, for example with a Lean or Scrum approach, people will evaluate every two weeks, but the evaluation becomes a mandatory exercise. Then they conclude, for example, that they need to communicate better. Next time they ask: ‘Have we communicated better?
‘Yes, I did go to see that person.’ But that is a superficial change.
So what are they going to do better next time? ‘We’re going to communicate better.’
Working agile but not really
In this way, such a company continues to go on without any actual improvement. They exchange one process for another with an appearance of agile working. But if external changes affect the organization, they can’t solve that at all, because they have never had a real conversation about changing themselves or transforming the organization. The people and the organization cannot keep up with the necessary external changes in the market and are increasingly lagging behind their competitors. Ultimately, many managers and employees might lose their jobs because the company has to shut down.
Therefore, create insight for your people, give them the tools themselves and empower them. Don’t start with everyone at the same time, but start with the people who really want to.
Organisational culture within external changes
At Transavia, the operational production environment of pilots, stewards and stewardesses is far away from the office. About six hundred of the twenty-five hundred employees are pilots. When external changes occur, it is sometimes difficult to understand each other properly and to communicate positively.
More blue, orange and yellow than the desired green
The People Change Scan gives Transavia a very clear picture of what it really is like, regardless of the opinions people have about the other person. At the Eindhoven base, 82% of the pilots have completed the Scan, which shows a desire for a more people-oriented (green) organisation and they would also like to work together procedurally (blue), result-oriented (orange) and innovative (yellow).
When you only give them an instruction, it demotivates them, because they like to understand what they have to do. For example, the office introduces something new, then it is important to do this together, otherwise discussions may arise. I have noticed that they like working in a result-oriented way and they are also very helpful, for example to fill in the scan and map out the culture.
Building bridges in small groups
In small groups I stimulate the building of bridges between operations and the office, so that relationships between them become stronger and the ‘walls’ in the organisation disappear more and more. Then they get the feeling: ‘We are one company, we all go for it and we can reach each other’.
I also apply the scan to the level of team development. For example, at another company we supervise a dominant orange team that wants to work more flexibly. They want to achieve a clear vision in successive cycles of experimentation and evaluation.
So what does the team do? A group that is completely orange often overlooks the human aspect. As a result, they do not achieve the desired result and they do not see what else they can do.
Green with orange makes yellow
To improve, they focus on efficiency and limit the analysis to the process and procedures. The great thing about the Scan is that it also looks at people. With the human green aspect in addition, we can lift an orange team to a yellow level. We teach them to look at the person behind the function or role: what human qualities contribute to the solution? How do they approach it personally? Do they listen carefully to each other and do they take the time to let all the ideas come up?
People who only look through orange glasses often run with an idea because they want a quick result, but then you win the battle and lose the war.
Finally, I also use the Scan to give people insight in individual coaching into where they are now, where they want to go and what possible barriers are.
At Transavia, the scan is increasingly being applied to personal and professional development issues.
Pilots, for example, are trained to follow procedures for aircraft safety. But in the test for captain they are put under pressure. Someone with a very blue profile, for example, is accustomed to getting certainty from the external structures, but they fall away in unforeseen circumstances. Then they must continue to communicate with their colleagues. When they let go of the formal framework a little and involve others, they get a better overview of their options. Which options do you let go of and which ones do you apply so that you can get the aircraft on the ground safely in these circumstances?
Sometimes the obstacle on a personal level indicates how you can grow and become a captain. The value systems then provide extra information that can help with the development.
Do you want to know how the People Change Scan can work for you in case of internal or external changes? Try it out and ask for the scan yourself: https://www.peoplechange.nl/contact/