Creating a Culture of Change: The Toronto Blue Jays' President's Perspective
So I had the opportunity to chat with Mark Shapiro, the President of the Toronto Blue Jays yesterday and talk to him about his theories and frameworks for change management.
Let me tell you, this guy's got some serious insights on how to get things done in an organization.
He's got this idea he calls "compression theory of change" and it's all about getting your leadership and employees on the same page, working together to create a culture of change.
The way it works is that existing leadership sets a paradigm and mental map for the staff and team to internalize over time. And when new hires come in, they're scanned for affinity to certain characteristics, values, and beliefs that align with that paradigm.
It’s a two way street for Shapiro though. He figures the new staff will feed ideas up and to influence the frame.
And as time goes on, those new hires and existing leadership become galvanized and co-create this internal, organizational compression that makes change happen.
It's a pretty unique approach, and it's one that I think could really work for a lot of organizations out there.
But what's even more interesting is how it differs from some of the other change management theorists like Kotter, Clark, Raymaker, Hodgson, Noble, and Thomas Galvin.
They all have their own perspectives on change, but I think Shapiro's approach is different in that it puts a lot of emphasis on the employees being a critical organizational catalyst for change.
And that's something that's often overlooked in change management, but it's a key piece to the puzzle. I wonder if Shapiro's compression theory of change is something that could work for your organization.
The key to change management is making it stick. And Shapiro's approach does just that. It's not just about making a change, it's about making it stick.
So, I'll leave you with some key questions to think about (How Change Happens, Oxfam, 2007):
For the holistic analysts out there here is an additional set of questions to ask yourself regarding change from an intersectional approach:
The role of chance or unknown factors in the change process:
The long-term effects or unintended consequences of change:
The intersectionality of multiple identities of individuals and groups and how that might influence their role in the change:
The role of power dynamics, privilege, and structural inequalities in the change process: