Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 29;   July 21, 2004: The Ties that Bind

The Ties that Bind

by

Changing anything in an organization reveals how it's connected to its people, to its processes, to its facilities, and to the overall context. Usually, these connections reach out much further into the organization than we imagine.

As he entered the lobby, Matteo waved to Louise, who stood and met him at the revolving door. He passed through it and she followed. As she emerged into the sun, he turned toward her and asked, "Usual loop?" She nodded. Their walks had become more frequent since the Conversion Tour began, and they'd settled into a routine.

Masks of Tragedy and ComedyThen she added, "But for variety, let's reverse direction." They did.

The Conversion Tour was a series of talks they'd been giving to the groups most affected by the new HR software. The tour hadn't been going well.

They turned the corner and headed for the garden behind Building 11. Matteo began, "I knew we'd meet resistance, but I thought we'd just talk them out of it."

Louise was more optimistic. "We will," she said. "We just need better arguments."

Sadly, even though rationality is important, it isn't enough. Emotions count. To facilitate change, you have to deal with three key questions.

How did we come to be here?
Usually, things are the way they are because something is keeping them there. If you've ever tried to keep a process in place you've probably witnessed "process drift." Uncontrolled processes gradually evolve.
Stable processes are controlled processes. Before you try to change a stable process, understand what's been stabilizing it, because you'll probably have to deal with those forces as you deploy the new process.
What's it like to be in this place?
Before you try to
change a stable process,
understand what keeps
it stable
Like most experiences, living in the status quo is both appealing and troubling. Often we learn to ignore what we don't like, or we make adjustments and allowances. We learn to live with discomfort.
Reminding yourselves of what you find troublesome helps you leave it behind. But you probably don't want to leave all the good behind with it. Knowing what you like about the status quo helps you bring it along as you change to something new.
Where would you like to go from here?
If we want to make things better, it helps to know not only what we're looking for, and how we'd like to get there. Compare these two: (1) I want to meet the schedule by having enough people to do the work; and (2) I want to meet the schedule by having everyone work 70-hour weeks.
In making a change, search for a path that supports whatever you like about what you have already. Recognize that it's OK to leave some things behind if you don't really need them.

Attachment to the status quo provides much of the energy for what we call resistance. Yet, it can also save us from ourselves. It reveals what's good about the present, and what we might need to bring with us on our journey to the future. Use it as a guide to help you find the right path. Go to top Top  Next issue: Films Not About Project Teams: Part I  Next Issue

101 Tips for Managing ChangeIs 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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Related articles

More articles on Organizational Change:

Diving into a fish tankLook Before You Leap
When we execute complex organizational change, we sometimes create disasters. It's ironic that even in companies that test their products thoroughly, we rarely test organizational changes before we "roll them out." We need systematic methods for discovering problems before we execute change efforts. One approach that works well is the simulation.
Willis Tower, ChicagoDon't Rebuild the Chrysler Building
When we undertake change, we're usually surprised at the effort and cost required. Much of this effort and cost is necessary because of the nature of the processes we're changing. What can we do differently to make change easier in the future?
Artist's conception of the Mars Pathfinder landing by bouncing on its airbagsTraining Bounceback
Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing things the old way. It's as if the training never even happened. Why? And what can we do to change this?
Philipse Manor Hall State Historic Site in Yonkers, New YorkGood Change, Bad Change: Part II
When we distinguish good change from bad, we often get it wrong: we favor things that would harm us, and shun things that would help. When we do get it wrong, we're sometimes misled by social factors.
Lake Chaubunagungamaug signDeciding to Change: Trusting
When organizations change by choice, people who are included in the decision process understand the issues. Whether they agree with the decision or not, they participate in the decision in some way. But not everyone is included in the process. What about those who are excluded?

See also Organizational Change for more related articles.

Forthcoming issues of Point Lookout

Balancing talk time and the value of the contributionComing March 29: Virtual Blowhards
Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for controlling virtual blowhards. Available here and by RSS on March 29.
kudzu enveloping a Mississippi landscapeAnd on April 5: Listening to Ramblers
Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility and decorum? Available here and by RSS on April 5.

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MasteChanging How We Change: The Essence of Agilityry of the ability to adapt to unpredictable and changing circumstances is one way of understanding the success of Agile methodologies for product development. Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena. By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development to efforts of all kinds. Read more about this program. Here are some upcoming dates for this program:

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ConflConflict Resolution Skills for Leadersict is inherent in collaborative work. When conflict is constructive, it produces better outcomes. When it's destructive, it can be an insurmountable obstacle to success. In this program, we explore the connections between the outcomes of collaboration and conflict in both of its forms. And we emphasize the skills needed most by leaders. The leader's task is to manage conflict so as to ensure that the group achieves its objective with its capacity to collaborate intact, or even enhanced. Rick Brenner shows team leaders and team sponsors the techniques they need to manage team conflict for relationship safety and better outcomes. Read more about this program. Here's an upcoming date for this program:

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Your Influencing Outcomes Without Authorityability to influence others — whether upward, downward, laterally, or within a team — always depends on both the quality of your relationships with the people you influence, and on your perception and their perception of your personal power. In this program, Rick Brenner shows you the techniques for making things happen not by using formal organizational power, but by using informal, personal power. Read more about this program. Here's an upcoming date for this program:

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When Strategies for Leading Teams in Hard Timesa project team is on task, the contributions of leaders are important, and little noticed. Sometimes the team encounters unexpected difficulty, or requirements change, or budgets are reduced, or any of a number of other things might happen. In these cases, the leader must make or facilitate decisions about how to respond or how to revise the plan. We get through it somehow. Hard times are something else altogether. Despondency, disillusionment, resource shortages, unexpected and severe failure of the plan, and toxic conflict can erode morale. How can leaders deal with such situations? Read more about this program. Here's an upcoming date for this program:

Strategies for Technical Debt: A Workshop for Enterprise Leaders
TechnTechnical Debt Management for Enterprise Leadersical debt is more than mere IT jargon. It's a metaphor that refers to the accumulation of technical artifacts that really ought to be retired, replaced, rewritten, re-implemented, or, if absent, created. We can find technical debt in almost any system, including those that seem to be working well. So what's the problem? The problem is the "interest charges." Systems carrying technical debt are more difficult to maintain, more difficult to extend or enhance, and more difficult to use, than they would be if we "retired" the debt. This engaging and eye-opening program points the way to a path that leads your organization out of technical debt, to make it more adaptable, more transformable, and more agile. Read more about this program. Here's an upcoming date for this program:

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Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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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