Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 32;   August 8, 2001: Don't Rebuild the Chrysler Building

Don't Rebuild the Chrysler Building

by

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?

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.

Willis Tower, Chicago

Willis Tower, Chicago, formerly the Sears Tower. Photographer: Carol M. Highsmith, courtesy U.S. Library of Congress.

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. Go to top Top  Next issue: When All Your Options Are Bad  Next Issue

101 Tips for Managing ChangeIs 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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Related articles

More articles on Organizational Change:

Penguins look before they leapLook 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.
A Blame CirclePlenty of Blame to Go Around
You may have heard the phrase "plenty of blame to go around," or maybe you've even used it yourself. Although it sometimes does bring an end to immediate finger pointing, it also validates blame as a general approach. Here's how to end the blaming by looking ahead.
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When organizations change by choice, people who are included in the decision process understand the issues. Whether they agree with the decision or not, they participate in the decision in some way. But not everyone is included in the process. What about those who are excluded?
An empty theaterOrganizational Roots of Toxic Conflict
When toxic conflict erupts in a team, cooperation ends and person-to-person attacks begin. Usually we hold responsible the people involved. But in some cases, the organization is the root cause, and then replacing or disciplining the people might not help.
Portrait of Isaac Newton (1642-1727)What Keeps Things the Way They Are
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.

See also Organizational Change and Organizational Change for more related articles.

Forthcoming issues of Point Lookout

A game of Jenga underwayComing September 4: Beating the Layoffs: I
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.
A child at a fork in a pathAnd on September 11: Beating the Layoffs: II
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

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