Everything changed on September Eleventh, and we're still learning the meaning of "everything." People working on projects, especially those that involve air travel, are now struggling with Change. Among models of Change, the Satir Change Model, developed by Virginia Satir, stands out for me as especially useful. It describes how we respond to change, using six elements:
- Old Status Quo
- The initial state of the system, before the change cycle begins. Example: September 10.
- Foreign Element
- The event, incident, or new information that disrupts the Old Status Quo. Example: the events of September 11.
- The state of confusion and disruption that persists following the recognition of the Foreign Element. Example: where we are now — we haven't yet adjusted to the new situation.
- Transforming Idea
- The realization or concept that takes us from Chaos toward a new way of operating. We probably don't yet have the Transforming Idea for the change cycle resulting from the events of September 11.
- Integration and Practice
- A period of assimilation of the Transforming Idea, when we practice ways of incorporating it into our operations.
- New Status Quo
- The Chaos of change
can create stress,
- After we've integrated the Transforming Idea into our operations, a New Status Quo begins, in which we continue to enhance performance.
For many of us right now, after the Foreign Element that arrived on September 11, disruptions persist:
- Loss of key personnel, plant, equipment, and communications infrastructure
- Business disruption
- Unwillingness of staff to travel by air
- Restricted travel budgets
- Reductions in flight availability
- Increased inconvenience in traveling by air
These consequences become Foreign Elements themselves, with new change cycles of their own. The Satir Change Model provides a useful guide for dealing with them. I'll focus for now on Chaos, where most of us are right now.
- When in Chaos, acknowledge it
- Recognize that you're in Chaos, and that most people are under stress. Watch for signs of fatigue and erratic performance, and give people time to rest and to share their concerns. Use Temperature Readings to help people vent. See "Take Regular Temperature Readings," Point Lookout for August 29, 2001.
- Recognize the tug of Old Status Quo
- Chaos is uncomfortable. Many of us don't like it, and try to resurrect the Old Status Quo. Let go. Accept the change, and know that there's no going back. For example, if air travel now takes much longer, adjust project schedules — and employee compensation — accordingly.
- In Chaos, make no major decisions or commitments
- While we must make decisions, beware of making long-term decisions. When the Transforming Idea arrives, it will certainly provide better guidance than we now have. For example, avoid committing to a new project involving air travel.
- Watch for the Transforming Idea
- The Transforming Idea can come from anywhere — any level of your organization, even a competitor. Be open to ideas from all directions and all employees.
Chaos is not a bad thing. It just is. To manage through it, we must first accept it. Perhaps this is what Dorothy knew when, as she entered the Land of Oz for the first time, she said, "Toto, I have a feeling that we're not in Kansas anymore." Top Next Issue
For more on the Satir Change Model, see "Change How You Change," Point Lookout for March 20, 2002, and "Piling Change Upon Change: Management Credibility," Point Lookout for October 18, 2006. For other examples of the effects of change-driven Chaos, see "The True Costs of Cost-Cutting," Point Lookout for January 30, 2008.
Is your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!
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More articles on Organizational Change:
- The True Costs of Cost-Cutting
- The metaphor "trimming the fat" rests on the belief that some parts of the organization are
expendable, and we can remove them with little impact on the remainder. Ah, if only things actually
worked that way...
- Good Change, Bad Change: I
- Change is all around. Some changes are welcome and some not, but when we distinguish good change from
bad, we often get it wrong. Why?
- When Change Is Hard: I
- Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use
— and there are many methodologies available — difficulties can arise. When change is hard,
what's happening? What makes change hard?
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- The Restructuring-Fear Cycle: I
- When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make
other adjustments, they usually focus on financial health. Often ignored is the fear these changes create
in the minds of employees. Sadly, that fear can lead to the need for further restructuring.
See also Organizational Change for more related articles.
Although the Satir Change Model model was originally developed by Virginia Satir for managing change in individuals and family systems, it's no less valuable for managing change in the workplace. My program, "Managing in Fluid Environments," explores how to apply this model in situations where changes come along at such a rapid rate that the next change comes along before we reach the "New Status Quo" of the changes we're already dealing with. More about this program.
My program, "Changing How We Change: The Essence of Agility," focuses more intently on applications of the change model in a wide variety of situations at work, from the perspective of organizational agility. This point of view is especially valuable to people in organizations that use agile product development processes. By applying the Satir Change Model, and more recent developments from group psychology, we can substantially enhance an organization's ability to adapt to changing circumstances, and to transform itself to more competitive stances. More about this program.
Are you planning an offsite or retreat for your organization? Or a conference for your professional society? My programs are fresh, original, and loaded with concrete tips that make an immediate difference. rbrenWaUwtejCAiEUUWSgner@ChacmftBfYWnJnGFLoVAoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
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- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenCwcuhjgSUGKEMccjner@ChacXoaagWVRWyMsBnRdoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
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- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
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Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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