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:
- 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: 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?
- 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.
- Patching Up the Cracks
- When things repeatedly "fall through the cracks," we're not doing the best we can. How can
we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- 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 rbrenzKtPxvOnqANWqVRlner@ChacdWLLNjMtdPzRyRvUoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people 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:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.