Organizational change necessarily entails letting go of parts of the status quo. Even when no existing processes are affected, we must let go of the belief that the status quo was ideal.
People carry out this letting go in their own ways, at their own times, for their own reasons. Because letting go is personal, those who accept change (acceptors) often come into conflict with those who are undecided, and with those who reject it (rejecters).
Although these tensions prove that Change is happening, they can limit effectiveness, sometimes threatening organizational survival. Managing these tensions makes change efforts more effective.
Among the many indicators of tension are the content and structure of the often-informal debate about the need for change. The debate tends to proceed in three stages.
- Early stages
- Acceptors are generally in a defensive position. Undecideds, who neither see the need for change, nor oppose it, quietly outnumber both acceptors and rejecters. rejecters tend to be vociferous — often more vociferous than acceptors.
- Estimating the sizes of these three populations is a common technique for gauging progress. But a better predictor of future progress is the content of the informal debate. Use focus groups to measure the power of the arguments used by acceptors and rejecters. Try to determine what keeps undecideds from deciding.
- Intermediate stages
- The need for change is now obvious to many. Acceptors are growing in number, if not effect. Rejecting change has become difficult to justify, marked by increasingly inventive re-justification of the status quo and increasingly energetic attacks on the case for change and on the acceptors themselves. In desperation, some rejecters adopt emotionally charged tactics, such as name-calling, blaming, and fearmongering.
- Since polarization of opinion in the group is usually deleterious, and since it and its effects can last beyond the change process, preventing polarization is preferable Use focus groups to measure
the power of the arguments used
by acceptors and rejectersto repairing it. Training in prevention and management of polarization of opinion is always valuable, but never more so than when that training is applied to preparing for organizational change efforts.
- Late stages
- Now the undecideds have accepted change, for the most part, as have most rejecters. Some of the most confirmed rejecters are those who feel most threatened by the change. They are often important to the organization. If polarization has set in, the last rejecters experience isolation and loss that sometimes turns to bitterness. Some depart the organization, voluntarily or otherwise.
- To achieve organizational acceptance with little bitterness or turnover, monitor the emotional energy of debate. If polarization sets in, professional intervention might be needed.
When people understand that diversity of opinion is a natural result of our uniqueness as people, leading to differences in letting go of the status quo they're more likely to see debate as helpful and constructive. Probably some of you, dear readers, disagree. That's OK. We're all different. 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 about organizational change, see "Now We're in Chaos," Point Lookout for September 19, 2001; "Piling Change Upon Change: Management Credibility," Point Lookout for October 18, 2006; and an archive of past issues of Point Lookout relating to Organizational Change.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Organizational Change:
- On Beginnings
- A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to
letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?
- 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.
- 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.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as
if they were real objects. It's a common error when we try to motivate people.
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.