Deep change occurs when stakeholders are involved in the process, that is they have a chance to co-create the change. The process should include continuous conversation – both discussion and dialogue.

This co-creation occurs when leaders:

Peter Senge describes commitment as being easily confused with compliance. People comply because they want to be part of  team. While it is easy to tell if people are apathetic or non-compliant, it is less easy to identify true commitment. True commitment is not ‘buy-in’, which suggests a transaction, nor is it only enrolment (by choice). True commitment occurs when people want the change and are prepared to make it happen. Not all stakeholders will be at this level of commitment, however moving from mere participation to co-creation is likely to result in greater commitment.

Recently I came across the website of public engagement specialists Involve. They list nine principles of effective deliberative public engagement:

• The process makes a difference
• The process is transparent
• The process has integrity
• The process is tailored to circumstances
• The process involves the right number and types of people
• The process treats participants with respect
• The process gives priority to participants’ discussions
• The process is reviewed and evaluated to improve practice
• Participants are kept informed

This resource can be downloaded from their website. They make the comment that you should not pretend to involve people if you have already decided on the outcome or if their input will not be used. This breaks trust and will negatively influence any further conversation. Deep, committed change will not occur.

Co-creation is not always easy nor does it always lead to consensus. Dialogue, conflict and respectful debate should be encouraged,  rather than a group think mentality. If we are developing innovative organisations for the future we have to be up for a challenge. What do you think?