Now that he was under fire from all around the conference table, Andre decided to call a halt. "I don't have an answer for that one," he said. "But I'll find out by next week why this isn't working. I think we should wait till then."
Mercifully, Lynn, the chair, came to his rescue. "OK," she said, "let's pick this up next week when Andre has more information." Turning to the scribe, she asked, "What's next?"
With help from Lynn, Andre is dealing with one of the consequences of piling Change upon Change. Chaos has set in, and Andre isn't sure why things aren't working as they were supposed to.
When organizational leaders feel the need for urgent change, they sometimes initiate programs that overlap or follow one another very closely. But when they do, they risk eroding management credibility.
When an organization changes, its people must choose between exiting the organization and coping with the change. Typically, most do cope. Coping with change entails traversing a path described by the Satir Change Model, among others. It's a path all humans know too well.
According to the Satir Change Model, change begins when a Foreign Element disrupts the Old Status Quo and leads to a temporary state of Chaos. In Chaos, employees are uncertain about what will happen next, and many yearn for the Old Status Quo. But as a way out of Chaos, returning to what once was isn't viable. Change is a rocky road.
There are stops, starts,
and lots of backtracking.
To move out of Chaos, employees must find a Transforming Idea that points the way to a New Status Quo. During a period of Integration and Practice, they integrate the Transforming Idea into their view of the world, and practice with the new ways and ideas, eventually reaching a New Status Quo.
It's a rocky road. There are stops, starts, and lots of backtracking. But when we add a new change effort somewhere in the middle of one that's ongoing, the trouble really begins.
During the period of Integration and Practice, employees must accept management's Transforming Idea on trust. They try to use the suggested approaches as a way out of the Chaos.
A second change effort starts with a second Foreign Element (FE2), which sets off another period of Chaos. If FE2 arrives during Integration and Practice from the first change process, people can't always distinguish between the Chaos of the second change and outright failure of the first. And this can lead some to feel that the Transforming Idea of the first change (TI1) isn't working. Management's credibility is therefore at risk.
A safer approach is to either bundle both changes together, or let time pass between them — enough to let people see that TI1 actually works. You can change an organization as fast as possible only if you change it slowly enough. Top Next Issue
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:
- 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?
- When Fear Takes Hold
- Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive
or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.
- 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.
- Good Change, Bad Change: 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.
- The Passion-Professionalism Paradox
- Changing the direction of a group or a company requires passion and professionalism, two attributes
often in tension. Here's one possible way to resolve that tension.
See also Organizational Change for more related articles.
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- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- 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,
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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 a date for this
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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
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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.
- 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.