Pick-Up Sticks and the Change Game

Dale had to admit that Lucas was a problem, just as Barb had predicted. "I don't know what to do about him," he said. "Sometimes I just want to wait until the next reorg and then try again after we boot Lucas."

"Oh, great idea. And you can cancel Marigold the same day," Barb suggested, not seriously — they needed Lucas. "And then you can resign, too. Neat. I like it."

"Yeah," he said. Dale sighed, staring at nothing. "I get it, I just don't know what to do."

Culture change is difficult. Complex change projects tend to expose management problems of long standing, which then interfere with the change effort. But culture change is easier if we keep in mind some lessons from the game of Pick-Up Sticks.

When I was little, we had to while away a lot of summer days, mostly doing kid things I can't tell you about. But I can tell you about a game called Pick-Up Sticks. It came in a cardboard tube with a jillion thin, colored sticks, about five inches (13 cm) long, with sharp, pointy ends. Because of the pointy ends, the game is probably illegal today, or frowned upon, even though hardly anybody ever got seriously injured playing Pick-Up Sticks.

Organizational change
is like playing
Pick-Up Sticks.
You want to change
some things, and keep
others as they are.
Surprises pop up
everywhere.You play the game by gathering all the sticks (except the black one) in a tight fist, and then dropping them on the floor so they land in a tight jumble. Then the players take turns picking up the sticks from the pile one by one, using the black stick as a tool, until more than one stick moves. When that happens, you lose your turn and the next player takes over.

Executing organizational change is like playing Pick-Up Sticks, because you want to change some things, and keep others as they are. Surprises pop up everywhere. Here are some lessons for change agents from the game of Pick-Up Sticks.

Isolate

Address first those issues that stand alone. Dealing with interlocking problems is hard.

Focus

If two players work on two sticks at the same time, both lose. Work on only one issue at a time.

Be deliberate

Change, like Pick-Up Sticks, requires patience and concentration. Move slowly, plan carefully, and simulate.

Watch for interlocks

Sometimes sticks rest on each other in an interlocked loop: A on B, B on C, and C on A. Removing one disturbs the others. When you have no choice, do the best you can.

Watch the weather

Pick-Up Sticks is more fun on a calm day. Winds make it difficult. Change efforts are much easier when the outside world is stable and supportive. Don't wait for turbulent times.

If you're working on a change project, get a can of Pick-Up Sticks for your desk. Once in a while, when you're stumped, play a game — it will help clear your mind.  Top    Next Issue

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Related articles

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.

He's No Longer Here

Sometimes we adopt inappropriate technologies, or we deploy unworkable processes, largely because of the political power of their advocates, and despite widespread doubts about the wisdom of the moves. Strangely, though, the decisions often stick long after the advocates move on. Why? And what can we do about it?

The Ties that Bind

Changing anything in an organization reveals how it's connected to its people, to its processes, to its facilities, and to the overall context. Usually, these connections reach out much further into the organization than we imagine.

Training Bounceback

Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing things the old way. It's as if the training never even happened. Why? And what can we do to change this?

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

See also Organizational Change for more related articles.

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