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Consultants seem to prefer one of two change models - either boxes or circles.

‘Our approach - boxes model’ is shown as boxes in cascade, nested chevrons or a regular arrangement of boxes and robust looking arrows.

‘Our approach - circles model’ is described by single circles or Venn diagrams, sometimes of incredible complexity. Where arrows appear they are usually rounded – sometimes surrounding the whole model.

On the web animated models sport roll-over image changes and drop down bullet lists.

A quick review of consultant web sites demonstrates boxes are more prevalent in IT and circles more common in organisation consulting. Generalist sites go in either direction but, on closer inspection, people-orientated sites lean towards the circle rather than the box.

Why the different models?

Is there some subtle projection at play where one world is regular, predictable and logical, while the other has goal posts on wheels and multiple possibilities?

Perhaps this conclusion is too simplistic but experience in the worlds of IT and organisation consulting tells me there are different expectations in either case.

Maybe the box-logic approach of many IT consultancies accounts for the difficulties experienced with front-line implementation of big projects, notably recent NHS projects.

But IT consultancies are not wholly at fault. Client organisations often see IT solutions as a quick fix, where costs can be clearly predicted and ring-fenced.

Problems arise because the complex impact of IT changes on staff have not been fully realised. Overcoming some of the 'people problems' through involvement, feedback and training takes time and money.

A major culprit is over-reliance on lowest cost tenders where implementation is pared to the bone. This doesn’t allow implementation teams time to involve all staff effectively, or to do the important work of organisation design to accompany the IT change.

More boxes on the organisation consultant’s site might show they have embraced a project management logic along with the need for engagement.

Less boxes and more complex circles might indicate a change of mental model in IT implementation – and perhaps a recognition of the illogical nature of change.

January 2006

Less boxes and more complex circles might indicate a change of mental model.