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.
is like playing
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.
- Address first those issues that stand alone. Dealing with interlocking problems is hard.
- 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.
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More articles on Organizational Change:
- Plenty 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.
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority
found in organizations. Here's Part I of a little catalog of authority classes.
- 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?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
See also Organizational Change for more related articles.
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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.