By Israel Galindo, Associate Dean for Lifelong Learning
Bringing about organizational change isn’t rocket science, but it’s not easy either. Those who step into a leadership position that requires engaging in institutional and organizational development in effect and by default will need to bring about changes on several levels: administrative, cultural, organizational, relational, and in processes and structures. In other words, institutional development is systemic. It requires addressing change in everything all together at the same time.
One aspect of bringing about institutional change is problem solving, and that skill is a major part of the game. Every change brings about a potential new problem. And that problem needs to be solved. For problem solving I know of few things more helpful than the Feynman Problem Solving Algorithm. I’ve found that if I follow it rigorously and to the letter it works every time:
The Feynman Problem Solving Algorithm:
1) Write down the problem.
2) Think very hard.
3) Write down the solution.
A second more helpful list comes from John Champlin who identifies seven critical factors for bringing about effective change in an institution:
Opportunities at the Center for Lifelong Learning to learn more about change and leadership:
Israel Galindo is Associate Dean for Lifelong Learning at the Columbia Theological Seminary. Formerly, he was Dean at the Baptist Theological Seminary at Richmond. He is the author of the bestseller, The Hidden Lives of Congregations (Alban), Perspectives on Congregational Leadership (Educational Consultants), and A Family Genogram Workbook (Educational Consultants), with Elaine Boomer and Don Reagan.