When change is hard, we sometimes blame "resistors" — people who refuse to change. We say that they don't "get it" or that they're defending their current advantageous positions, or that they're fearful, or that a few troublemakers misled them. If we don't blame the resistors, we blame the planners of the change. They failed to account for various difficulties, or their plan was defective, or they had a good plan, but they failed to execute it.
Sometimes we blame both the planners and the resistors.
Certainly there are defective plans for change. Certainly there are people who are reluctant to change. But both of these analyses overlook three central features of change:
- People have human needs and human desires, and we must deal with people as people.
- Systems are complex. Our understanding of how they work and how their parts interrelate is probably imperfect.
- Changing systems sometimes requires following indirect paths. The shortest path isn't always effective.
Here are two examples of the application of these principles.
- We might be unaware of external constraints
- Difficulties can sometimes arise from external factors not directly related to the change itself. These factors can seem remote at first, until we actually experience them.
- For instance, trying to change a process the mastery of which is viewed as essential to high performance can create motivational problems, because people see their expertise as being questioned.
- The plan to change the process is effective from a process design point of view. And the people who were affected weren't resisting change — they're just applying their own understanding of what the organization values. Unless we deal with external constraints like these, change is hard.
- The desire for change has emotional foundations
- When we plan change, People have human needs and
human desires, and we must
deal with people as peoplewe tend to make plans that follow direct paths in process transformation space. But the space in which change actually takes place includes the feelings, knowledge, and attitudes of the people who must adapt. Direct orders to "adapt or else" do not work well at all.
- People need more than orders to adapt. This is especially true of those whose work depends on knowledge, skill, and relationships. Understanding why we're making a particular change does help, but it isn't enough either. Desire to change — positive desire to adapt — comes about only when people identify with their work and with the organization.
- A plan to communicate to people what the new regime will be, without seeking their support, isn't defective in itself. As a communication plan, it might be perfectly valid. And the people who choose not to support the changes aren't actually resisting it — they simply don't identify with it. When active support for change is missing, change is hard.
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:
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and systems respond to change, and handles well situations like the one that affected us all on September
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- When Fear Takes Hold
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- Good Change, Bad Change: I
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be learned? Here's one method.
Forthcoming issues of Point Lookout
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- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
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- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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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
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- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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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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- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.