Management by Design, Reengineering, Management by Wandering Around, TQM, Excellence, Chaos Theory, Balanced Scorecard, Lean and Mean, Management by Objectives, Empowerment, High-Performance Teams, T-Groups, Quality Circles, and on and on.
One change follows another. One training program follows another. And from each training program, we bounce back to the old ways — or something pretty close. We spend big money to bring in a consultant or training company, we spend a day or two or more learning whatever they're teaching, and then weeks, or months, or a year later, all is forgiven and it's back to business as usual.
Why does this happen? Here are four causes of this pattern and four strategies for achieving lasting results.
- This too shall pass
- When leaders believe in their own credibility, and expect the organization to follow unquestioningly, almost any change is doomed. The most aware among the staff know the futility of embracing enthusiastically anything that will be forgotten within a year.
- We've been down this path so many times that "management fad" is now a legitimate buzz phrase. Acknowledge the failures of the past and deal with skepticism directly.
- Education isn't Change
- When we believe change comes from learning a few facts or skills or theories, change efforts tend to consist of training. But if education were change, with all the diet books in print, by now we would all be the perfect weight.
- Lasting change requires much more than training. One essential item that's usually missing from change efforts is practice. Practice isn't part of training — it's part of doing.
- Resistance comes — in part — from the organization
- We often assume that people choose to stay in Old Status Quo — that if they would just "buy in," all would be well. But culture, policies, procedures, the performance evaluation program, and the actions of others can all cause old behaviors to persist.
- Plan to transform all organizational components that interact with the change. Recognize that you might have to educate some people even though their actual jobs might not be changing.
- To practice, people need slack
- When leaders expect
the organization to
almost any change
- We often expect the newly trained to use what they've learned, at or above the old level of performance, immediately. Worse, we relax the workflow neither for the training nor the practice.
- As we learn new ways, we need to practice them. At first, we might even be less effective than when we do things the old way. Relax the flow of work temporarily to allow people to try the new methods in a less pressured environment.
If you adopt any of these strategies, and if that constitutes change, you'll probably run into a little bounceback. Keep at it. Let yourself practice. Expect others to expect your old ways. And give yourself slack. Top Next Issue
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More articles on Organizational Change:
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- The Ties that Bind
- 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.
- Letting Go of the Status Quo: the Debate
- Before we can change, we must want to change, or at least accept that we must change. And somewhere
in there, we must let go of some part of what is now in place — the status quo. In organizations,
the decision to let go involves debate.
- 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?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
See also Organizational Change for more related articles.
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