There was a long silence, as everyone considered what Dave had just said. Matt spoke first. "Dave, that has to be wrong. If you're right," he said, "we've just wasted three months. And I wouldn't want to be in the room when you tell Tolman."
Carl was probably the most upset of all of them. "Actually, I'd like to see that myself. You're nothing but negative, Dave, and personally I'm sick of it." Then he stood up and left the conference room.
Matt and Carl are demonstrating two different responses to the bad news they've just received. Acknowledging difficulty can be so uncomfortable or frightening that we sometimes prefer the comfort of ignorance. Our discomfort can be so compelling that, like Matt or Carl, we become willing to adopt or cling to false beliefs that conform better to our wishes than does reality. And we'll stick with those illusions until we're forced to recognize our folly.
Teams and organizations have real advantages if they excel at detecting and eliminating myths and confusion. Here are some of the milestones on the path to Clarity.
- Whether we're clinging to myth or just confused, all progress depends on recognizing that there's something wrong with what we believe. Usually recognition comes to us through Messengers — a few courageous souls who are willing to withstand our objections and our sometimes-personal attacks.
- Sometimes Fear and discomfort
can be so compelling
that we cling to illusionsacknowledging our error can take the form of accepting the word of the Messengers. More often, we acknowledge our error while finding some minor flaw in the assertions of the Messengers. That way we can change our views without ceding status to the Messengers.
- To make further progress, we have to realize that we ourselves will have to create the change we need. This step can sometimes be the scariest, because we have to accept that no mysterious force will do our work for us.
- By telling others that we understand that things must change and that we'll be changing them, we express commitment to finding a new path forward that departs from the one we traveled to get here.
- Finally, we take some concrete action that we hope will move us toward a resolution. It might not actually work at first, but as long as we keep at it, each attempt gives us new insights about the reality of the problem.
The members of groups move along this path at different paces, sometimes backtracking, and that can lead to frustration within the group. But we can manage that frustration if everyone knows about this path, and how natural it is. Then, giving each other time gets easier, and maybe fewer of us will have to get up and leave the room. Top Next Issue
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More articles on Organizational Change:
- Don'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?
- 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.
- Piling Change Upon Change: Management Credibility
- When leaders want to change organizational directions, processes, or structures, some questions arise:
How much change is too much change? Here's a look at one constraint: the risk to management credibility.
- When Change Is Hard: II
- When organizational change is difficult, we sometimes blame poor leadership or "resistance."
But even when we believe we have good leadership and the most cooperative populations, we can still
encounter trouble. Why is change so hard so often?
- Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as
if they were real objects. It's a common error when we try to motivate people.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.