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Diffusion of digital solutions model
Framework by Pablo Ramirez
The lack of culture in some cases, inadequate structure, or lack of the right leadership might be the most significant barriers, all of this might be overcome by the right driver in the organisation, it will be key to have a leader with the power to connect the different stages and facilitate an efficient strategy implementation by engaging champions and opponents to fulfil the needs of the market.
The high-level driver is the key to this framework, where through the influence on culture and the structure, an efficient collaboration must be generated, thereby facilitating the links between the organisation and the customer to understand their needs, diffuse digital solutions and deliver efficiently the innovation process, by preventing the enumerated flaws and involving key stakeholders in the different stages.
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The Four Frames
The 4 Frames allows to analyse problems from different perspectives. Reframing helps to get a more insightful decision by assessing the issue from different lenses.
Structural: This Frame focuses on the obvious ‘how’ of change. It’s mainly a task-orientated Frame. It concentrates on strategy; setting measurable goals, clarifying task, responsibilities and reporting lines; agreeing metrics and deadlines; and creating systems and procedures.
Human Resources: The Human Resource (HR) Frame places more emphasis on people’s needs. It primarily focuses on giving employees the power and opportunity to perform their jobs well, while at the same time, addressing their needs for human contact, personal growth, and job satisfaction.
Political: The Political Frame addresses the problem of individuals and interest groups having sometimes conflicting (often hidden) agendas, especially at times when budgets are limited and the organisation have to make difficult choices. In this Frame you will see coalition – building, conflict resolution work, and power-base building to support the leader’s initiatives.
Symbolic: The Symbolic Frame addresses people’s needs for a sense of purpose and meaning in their work. It focuses on inspiring people by making the organisation’s direction feel significant and distinctive. It includes creating a motivating vision, and recognising superb performance through company celebrations.
The Theory of Resistance
Beckhard and Harris suggested there are three different kinds of commitment: ‘let it happen’, ‘help it to happen’, and ‘make it happen’ showing in all cases a positive way to drive the change (Beckhard and Harris, 1987). Conversely, forces against change seem to be considered as negative, for instance complaining and criticising has been labelled as resistance (Caruth et al, 1985). The emotional conflict perceived as dysfunctional is highly contagious (Hatfield et al, 1994) which can amplify the perception of negativity by creating a confrontation based on subjective thinking rather than rational analysis, furthermore any level of conflict can impact negatively participants on the acceptance of the change (DeDreu et al., 2003).
On the other hand, the perception of the resistance can be positive, it can be deemed to be favourable to create the right discussion and searching the fruition of a sound debate, as suggested by Barret et al. (1995) criticism help to keep the conversation active and legitimize the change. Moreover, it is important to set out the importance of the ethical frameworks in a company to analyse the resistance, according to Steare (2009) depending on the individual and the situation, the ethical framework can be based on ethical values, rules, or on consequences, this is crucial to endorse the resistance and fundamentally justify the emotional conflict, disapproving the statement from Hatfield et al., by accepting a contagious conflict if it is based in individual perceptions on shared values.
About the Author
Pablo Ramirez
Pablo Ramirez is an accomplished engineer with an MBA from Warwick Business School, dedicated to developing products and services through operational excellence and customer value. With extensive global experience, he has successfully led teams in digital transformation, refined leadership practices, and fostered innovation across diverse sectors. With experience in several managerial and technical roles, he has delivered strategical initiatives and driven commercial growth by diffusion of scalable solutions. With over a decade of experience in engineering, he remains committed to organizational success through strategic thinking and impactful leadership. Get in touch: Pablo Ramirez