Management by Design, Reengineering, Management by Wandering Around, TQM, Excellence, Chaos Theory, Balanced Scorecard, Lean and Mean, Management by Objectives, Empowerment, High-Performance Teams, T-Groups, Quality Circles, and on and on.

Artist's conception of the Mars Pathfinder landing by bouncing on its airbags. Photo courtesy U.S. National Aeronautics and Space Administration.
One change follows another. One training program follows another. And from each training program, we bounce back to the old ways — or something pretty close. We spend big money to bring in a consultant or training company, we spend a day or two or more learning whatever they're teaching, and then weeks, or months, or a year later, all is forgiven and it's back to business as usual.
Why does this happen? Here are four causes of this pattern and four strategies for achieving lasting results.
- This too shall pass
- When leaders believe in their own credibility, and expect the organization to follow unquestioningly, almost any change is doomed. The most aware among the staff know the futility of embracing enthusiastically anything that will be forgotten within a year.
- We've been down this path so many times that "management fad" is now a legitimate buzz phrase. Acknowledge the failures of the past and deal with skepticism directly.
- Education isn't Change
- When we believe change comes from learning a few facts or skills or theories, change efforts tend to consist of training. But if education were change, with all the diet books in print, by now we would all be the perfect weight.
- Lasting change requires much more than training. One essential item that's usually missing from change efforts is practice. Practice isn't part of training — it's part of doing.
- Resistance comes — in part — from the organization
- We often assume that people choose to stay in Old Status Quo — that if they would just "buy in," all would be well. But culture, policies, procedures, the performance evaluation program, and the actions of others can all cause old behaviors to persist.
- Plan to transform all organizational components that interact with the change. Recognize that you might have to educate some people even though their actual jobs might not be changing.
- To practice, people need slack
- When leaders expect
the organization to
follow unquestioningly,
almost any change
is doomed - We often expect the newly trained to use what they've learned, at or above the old level of performance, immediately. Worse, we relax the workflow neither for the training nor the practice.
- As we learn new ways, we need to practice them. At first, we might even be less effective than when we do things the old way. Relax the flow of work temporarily to allow people to try the new methods in a less pressured environment.
If you adopt any of these strategies, and if that constitutes change, you'll probably run into a little bounceback. Keep at it. Let yourself practice. Expect others to expect your old ways. And give yourself slack. Top
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Related articles
More articles on Organizational Change:
Workplace Taboos and Change
- In the workplace, some things can't be discussed — they are taboo. When we're aware of taboos,
we can choose when to obey them, and when to be more flexible. When we're unaware of them, they can
limit our ability to change.
Comfortable Ignorance
- When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work,
our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting
reality and dealing with it, we can make faster progress toward real achievement.
Good Change, Bad Change: II
- When we distinguish good change from bad, we often get it wrong: we favor things that would harm us,
and shun things that would help. When we do get it wrong, we're sometimes misled by social factors.
Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
The Passion-Professionalism Paradox
- Changing the direction of a group or a company requires passion and professionalism, two attributes
often in tension. Here's one possible way to resolve that tension.
See also Organizational Change for more related articles.
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