In many organizations, a time comes when their people decide to do something new. It's a hard decision. Sometimes these organizations are forced to change; that change is difficult, too, but in a different way. The change I want to consider here is the unforced change — the change we choose. Choosing to step into the unknown creates tensions in the organization that challenge leaders, break relationships, and disrupt power bases. People within these organizations sometimes experience this disruption in very personal ways. Exploring those experiences, and the ways people cope with them, can help us understand how better to plot a course into the unknown.
Let's begin with those who aren't parties to the discussions leading to the decision to change. Their opinions aren't sought. Indeed, they're often carefully insulated from any hint of the coming change. Sometimes the change is announced to them after the information is released to the media and the general public. Sometimes it's never announced. They can feel excluded, devalued, and distrusted.
The experience is painful. When it first happens to people, usually early in their careers, it can feel like betrayal. Some have been very loyal to the organization. Some were even passionate about it. Perhaps they've relocated away from family and friends, to homes better suited to the needs of the employer. And now the employer has made a change, one that seems purely elective on the part of the employer, without consultation, and without any warning.
In careers that span 30 years or more, learning of changes in this way might happen many times. After the second or third such experience, possibly at multiple companies, some people come to expect to be treated not as fully human, but as "human resources." After several experiences of being
excluded from major organizational
decisions, some people come to
expect to be treated not as fully
human, but as "human resources."They become reluctant to identify personally with the organizations that employ them. Initiative and motivation fade. Work becomes a means of earning money, rather than an avenue for seeking fulfillment.
Can anyone be honestly surprised when these people become cynical, resentful, distrustful, or even subversive?
Some organizational leaders accept this as inevitable. They deal with the consequences by removing from the organization those people most likely to adopt "unhelpful" attitudes — usually the older employees, and those whose skills and knowledge are perceived as least compatible with the new direction adopted by the organization. These leaders mistakenly view as a cost of change the loss of experienced people who best understand how existing systems work, and why they are the way they are. Fears of the consequences of "premature leaks" to the public are almost surely exaggerated compared to the losses incurred from cynicism and subversion.
We can limit these effects by trusting more employees, and including them in deliberations about changes to come. People who feel trusted reward with support those who trust them. Next in this series 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:
- Look Before You Leap
- When we execute complex organizational change, we sometimes create disasters. It's ironic that even
in companies that test their products thoroughly, we rarely test organizational changes before we "roll
them out." We need systematic methods for discovering problems before we execute change efforts.
One approach that works well is the simulation.
- 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?
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
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.
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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.