Ever sat by a pond, trying to trace ripples back to their source? A fish turns beneath the surface, a falling leaf lands, a dragonfly touches down – each creating its own pattern of waves. Where these ripples meet, they create complex interactions – sometimes amplifying, sometimes canceling each other out.
Organizational change works much the same way. Different models and approaches – like lifecycle patterns, cultural shifts, individual responses – create their own ripples through an organization. Understanding how these waves interact helps us navigate change more effectively – and nurture the necessary conditions for sustainable adaption.
In a recent conversation with Patrick Verdonk about his book ‘Beyond Frameworks: Navigating the Ripple Effects of Change Model Interactions,‘ we explored how these patterns played out in Nokia’s journey. At their peak in 2007, they had 50% of the mobile telecom market share, connecting 1.3 billion people (20% of the world’s population!). Yet by 2013, their market share had dropped to just 3%. Like someone focused on one set of ripples while missing others, they’d gotten too comfortable with their success in providing the best freaking mobile hardware on the planet and missed critical signals of change: aka the iPhone.
The Myth of a Perfect Model
In his book, Patrick identifies five types of change models, each creating its own pattern of influence:
- Lifecycle models (Why change?)
- Diagnostic models (What to change?)
- Culture models (How do we work?)
- Individual reaction models (How do people respond?)
- Process models (How do we execute?)
But here’s the key insight: just as you can’t understand a pond’s surface by looking at one ripple in isolation, you can’t navigate organizational change through a single model’s lens, let alone One Framework to Rule Them All™.
When Waves Meet
“There are no separate systems. The world is a continuum,” notes Donella Meadows. Consider what happens when a company implements agile practices in their IT department while maintaining traditional approaches elsewhere. (Or performs Agile Theatre, failing to change HR and Finance Policies…or address that sneaky Loch Ness Monster: Organizational Debt) The ripples spread beyond process changes, affecting relationships, knowledge sharing, leadership styles, and individual responses.
Sensing Movement
I loved many moments in our conversation, particularly Patrick’s reflection on success: “I don’t measure myself anymore on corporate ladders or salary size – success comes from the gratitude I receive when helping people.”
This shift in perspective mirrors what effective change management requires – moving from rigid frameworks to understanding how different approaches interact and influence each other.
Like a skilled naturalist reading a pond’s surface, change agents need to:
- Notice patterns from multiple sources
- Understand how waves reinforce or dampen each other
- Recognize that introducing change creates new ripples
- Accept that we can’t control all the interactions
Questions to Consider:
- What boundaries have you drawn around your change initiatives? Like trying to isolate one section of the pond, these boundaries might be more permeable than you think.
- How might different change models complement each other in your context? Where could their interactions create stronger, more effective patterns?
- What signals are you paying attention to? What might you be missing beneath the surface?
I’d love to hear about the patterns you’re observing in your organizational pond. How do unexpected interactions shape your work? And like Patrick’s shift from measuring success through corporate ladders to finding it in moments of gratitude – how do you define success in navigating complex waters?
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