Don't Rebuild the Chrysler Building

In 1929, the automotive industry was as hot as the Internet was in the 90's. The people who led the major companies then were as well known as Jeff Bezos and Bill Gates are today. One of them was Walter Chrysler, who wanted to build the tallest building in the world, to be named — of course — the Chrysler Building. He found himself in a race with The Bank of Manhattan Trust Company, and he won.

The Chrysler Building, at a respectable height of 1,046 feet, won't stand forever. But nobody has ever deconstructed a skyscraper that tall, and we don't have any idea how to do it.

One thing is certain: the cost will be (ahem) sky-high. Since we've given so little thought to minimizing "deconstruction" cost, we now have an installed base of buildings that are stable and safe, but expensive to demolish.

So it is with organizational processes. We've designed them to effect management control — to ensure that people follow procedures and to enable management to control cost and quality. But they weren't designed for change, and that's one reason why change is so difficult.

How do organizational processes defend themselves against change? Here are three things to do to design processes that are easier to change.

Break the performance connection

We often tie performance evaluation to proficiency in organizational processes, which ties career advancement — and self-esteem — to a detailed knowledge of organizational processes. Once self-esteem is tied to the status quo, changing the status quo can create a threat to self-esteem. No wonder we have trouble.

Tie performance to the ability to adapt to changing processes, rather than to skill in following processes of long standing. Reward flexibility, not compliance.

Keep interfaces compact

Most organizational processes
weren't designed for change,
and that's one reason
why change is so difficult

Processes have interfaces consisting of forms, contacts, documentation, and so on. To use a process, people interact with it through its interface. When the interface is complex and diffuse, and linked to many other processes, we have more difficulty changing the process.

Make process interfaces compact. To avoid reconfiguring the rest of the company when you change a process, keep as much of the process as possible behind the interface.

Eliminate gatekeepers

A gatekeeper is someone whose signature you need. For example, most organizations require a supervisor's signature for certain purchases, or for time cards. Some gatekeepers exist because of legal requirements, but many are created for political reasons. Since being a gatekeeper is often a badge of status, gatekeepers tend to resist attempts the change the processes they gate-keep.

Avoid creating new gatekeepers. Empower staff to simply sign the forms themselves.

Once you master these techniques, you can move on to a bigger project — to learning how not to rebuild the Empire State Building.  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!

For more information about the Chrysler Building, visit the PBS Web site.

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Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook other processes that work to keep things the way they are. If we begin by changing those "regulator processes" the difficulty can sometimes vanish.

Cyber Rumors in Organizations

Rumor management practices in organizations haven't kept up with rumor propagation technology. Rumors that propagate by digital means — cyber rumors — have longer lifetimes, spread faster, are more credible, and are better able to reinforce each other.

See also Organizational Change for more related articles.

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