The document discusses the importance of sustainable change in organizations and outlines a model for achieving it. Sustainable change is defined as an intervention that truly takes root in an organization as opposed to episodic or quick fixes. The model proposes five prerequisites for sustainable change: 1) building awareness among employees of goals and plans, 2) checking for motivation and desire to change, 3) assessing abilities to implement changes, 4) creating opportunities for employees to get involved, and 5) preparing to provide feedback to sustain efforts over time by reinforcing the first four prerequisites. Following this model increases the odds that change efforts will achieve the desired long-term impact.

1. MAKING IT HAPPEN
the secrets to creating sustainable
change
By William (Chip)
Valutis, PhD
Change. Sometimes it’s as natural take hold. The ideas seem great, but
as breathing. Other times it’s as in reality they rarely deliver the
elusive as the Holy Grail. Whether desired outcomes.
it comes easily or reluctantly, On the other hand, sustainable
change is a fundamental change is an intervention that truly
requirement for success in today’s takes root in an organization. When
volatile and unpredictable business achieved, sustainable change helps
world. Doubters need only look an organization move from making
back at the previous eighteen conscious “efforts to change” to
months for a clear reminder of the establishing a new, accepted “way
volatility of these times and of how of doing business.” Furthermore,
quickly explosive growth and sustainable change can feed on
insatiable demand for employees itself thus creating the continuous
can give way to economic improvements most have given up
recession, high unemployment on as an academic dream.
rates and war.
How can you capture sustainable
As an executive, you know all too change in your business? Believe it
well the financial and emotional implemented in a way that sustains or not, it is quite attainable if
impact of this swing. I’m sure the desired impact or result. efforts are made to put five
many floors have been paced and More than a ‘Quick’ Fix fundamental prerequisites in place
many ceiling tiles analyzed in the prior to launching a program for
dead of night as you wrestle with The difference between episodic change. By doing so, the odds that
what changes are needed to return change and sustainable change is as your efforts will achieve the
your company to consistent growth great as the difference between a desired impact increase
and predictable profits. And, I’m pee-wee hockey player and an substantially.
sure you have also wrestled with Olympic gold medalist. Episodic A Model for
the difficulties that typically arise change includes classic examples Sustainable Change
when an organization attempts to such as the “program of the month”
change, the “get fixed quick” The model for sustainable change
implement change. Even the most
solution provided by the latest that follows challenges you, the
brilliant change initiatives prove
bestseller, and/or the large-scale executive, to work on preparing,
worthless when they’re not
change efforts that never seem to creating and maintaining an

2. WITHOUT
MOTIVATION
(YOURS
AND YOUR
EMPLOYEE’S)
SUSTAINABLE
CHANGE CANNOT
HAPPEN.
environme even the best idea for change will • Do they know what would
nt that likely die a slow but steady death. make it a success, or
supports To that end, the prerequisites to conversely cause it to fail?
and achieving sustainable change
• Are they aware of why we
nurtures require that you first:
need to do this and what my
change.
1. Build Awareness. thinking is?
Without
If the organization is not aware
this, • Has my communication
of your desires, goals and
clearly defined the “end,”
intentions it is virtually
the “beginning,” and the
impossible for employees to
“means” to get there?
contribute their fullest to the
change efforts. Ensuring all are 2. Check for Motivation/Desire.
fully aware of your planned Once you are sure your
change program empowers employees understand and are
them to determine and act aware of the need to change,
(individually or collectively) in the goal of the change and the
ways that best impact progress. plan to change, you need to see
In essence you unlock others’ if they have the motivation and
potential for contribution and desire to act. All the awareness
forward thinking because they in the world means nothing if
fully understand the situation, there is not the motivation to
the goal and the plan for do something about it. While
“closing the gap.” As you plan an owner’s motivation is rarely
a change effort or contemplate an issue, getting employees to
introducing a new element into feel the same (or even some)
your organization, ask the passion can be a different
following questions: matter. Consequently, you
must prepare adequate and
• Do my employees know
sustainable motivation before
why we are going to launch
(and during) your efforts to
this effort to change?
change. While books can be
• Do they understand what the (and have been) written on
change effort entails and motivation, for the purposes of
what their role is? this

3. article we ask that you consider just • Are they trainable or will I
a handful of questions: need to find new people with
the skill set I need?
• Do my employees care?
• Are their consequences
positive (“what’s in it for
me?”) or negative?
• Is their desire self-
sustaining? If not, how can
we keep it going?
• Do my internal systems
support my intentions (pay
systems, performance
management, incentives,
etc.)?
3. Assess Abilities.
A fully aware workforce with
the desire to change and
transform will still fail if they
do not have the requisite skills
and abilities to help implement
your plans. A simple example
is the executive who launches
a major initiative into new
markets without first training
her sales force in the art of
remote selling. Ask yourself:
• Can my employees do what I
will expect of them?
• Is the raw talent available?

4. In checking for abilities, be sure critical prerequisite for sustaining cycling through the prerequisites
you don’t mistake a lack of desire change. Ask yourself: ensuring that they adjust to
as a lack of ability. Too many changing circumstance.
• How will I communicate the
companies turn to training when
results and/or impact of our
the real issue is apathy!
efforts?
4. Create Opportunities.
• Is/will feedback (be)
Do the employees have the
perceived as accurate and
opportunity to get involved
valuable?
and move the efforts forward?
Do they have appropriate • Have I established a clear
influence in the change effort connection between results
and supporting processes? Is and rewards? Is there
initiative on their part adequate accountability
welcomed (and if it is, are they within my organization?
aware of that fact!)? These are Again, these elements, when
just a handful of questions to confronted and addressed, assure
consider when examining the that there is adequate feedback (and
fourth prerequisite for related consequences) within your
sustainable change. Be sure company to sustain the change
you have not inadvertently effort over time. A critical aspect of
strapped the hands of the this fifth prerequisite is its role in
people who will be responsible further increasing awareness
for the success of the change among the individuals and the
effort. Be sure opportunities organization. Think of it as a
are there for success. This can “feedback loop” that reconnects us
include the opportunities to the awareness element of the
necessary for launching the model. By doing so, you continue
change, but also for interacting
with you. Be sure to allow time
for coaching and mentoring as
you go forward.
5. Prepare to Provide
Feedback.
Efforts to change will be new
and expectations high.
Providing timely and regular
feedback on efforts is a

5. employees) that are not achieving
the change you desire.
Making
the Ask yourself “Why?” Cycle
Model through the prerequisites to find the
Work answer. For example, “Are they
aware …?”; “Do they care….?”;
The
“Can they do it…?”; “Have I given
prerequisit
them a chance….?”; “Are they
es
getting the feedback needed to
presented
manage themselves…?” These
above are
questions focus your analysis of the
far from
situation and lead to targeted
being a
efforts to get the results you desire.
quick fix
to the Remember,
complex sustainable PREREQUISITES FOR SUSTAINABLE CHANGE
issue of change is real. Awareness Awareness of issues, expectations,
introducin Achieve it perceptions, need for change, etc.
g and and you’ll Motivation/Desire Motivation or desire to address issues,
self-development and change
sustaining possess a
Skills & Abilities Skills and abilities involved in
organizati powerful tool performance, development and
onal for creating leadership
change. greatness Opportunity Opportunity to stretch and try new
They are, within your behavior, skills and abilities
however, company. Feedback Feedback (and consequences)
regarding all, but especially new
a practical developments, behaviors and
model that performance
can direct
your
thinking
and help
you
identify
and
remove
roadblock
s to
progress. I
challenge
you to
practice
examining
situations
(or William (Chip) Valutis, PhD is Principal of Valutis Consulting, Inc., a management consulting firm comprised of applied organizational
psychologists serving both private and public enterprises. Valutis Consulting offers individual and organizational assessment, organizational
development, and family business consulting. You can contact Chip at (716) 634-2553 or via e-mail at chip@valutisconsulting.com.