On October 14, 2011, the Apple iPhone 4S first became available for sale. Lines formed at Apple stores around the world, and pre-release sales of a million units broke all records for mobile phones. Though no buyers had yet seen it, they felt that the new phone was a welcome change.
On September 21, 1867, the British Medical Journal published a pioneering paper entitled, "On the Antiseptic Principle in the Practice of Surgery," by British surgeon Joseph Lister (1827-1912), in which he advocated sterilization of instruments to prevent infection following surgery. His methods were rapidly adopted throughout Britain. Not so in the United States. The failure of the U.S. medical community to embrace the changes Lister advocated was most unfortunate for President James Garfield, who, on July 2, 1881, was the victim of an assassination attempt in which two bullets struck him. Efforts by surgeons to trace one of the bullets, using their unwashed fingers and unsterilized instruments, led to massive infections. Garfield finally succumbed to a heart attack on September 19.
One change was overwhelmingly welcomed; the other shunned. Why? It's an important question, because our assessments of the net value of changes can be most unreliable. Here's Part I of a catalog of factors that can distort our assessment of changes.
- Inability to grasp circumstantial complexity
- All change involves both losses and gains, but between them there is a fundamental asymmetry. When we experience a loss, it's usually a loss of something we know well. When we experience a gain, it's usually a gain of something we don't yet fully appreciate. Because we don't have it, it's difficult to understand the full scope of its benefits.
- Like all circumstances, the full circumstances of the new status quo are complex. Until we fully adapt to the change, we tend to understand our losses more easily than our gains. That's one reason why our assessment of the net value of a coming change can tend to bias us against it.
- The seductiveness of simplicity
- Some changes appear All change involves both
losses and gains, but
between them there is a
fundamental asymmetrysimple. Whether by design or by happenstance, these changes seem to be minor, or they promise to simplify dramatically some parts of our lives. We tend to welcome these changes even before we understand their full implications.
- The error we make here is confusing the change, which seems simple, with the circumstances surrounding the change, which are always complex. This error is responsible for many of the mishaps we call unintended consequences. For most systems, which are far more complex than we appreciate, changing one element can ripple through the system in ways we can understand only after the system demonstrates them to us.
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!
Even though the U.S. medical community spurned Lister's methods, some were convinced. In 1879, Listerine was first formulated. At the time, it was intended as a solution for sterilizing surgical instruments. For more about Joseph Lister, see his biography in Wikipedia. See Wikipedia also for more about Listerine. For the story of James Garfield, see the new book by Candice Millard: Destiny of the Republic: A Tale of Madness, Medicine and the Murder of a President.
Your comments are welcomeWould you like to see your comments posted here? rbrenLQkEwUeBkqBILOfXner@ChacFDXbyAgCSFuuqgmIoCanyon.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:
- Conventional Foolishness
- Every specialization has a set of beliefs, often called "conventional wisdom." When these
beliefs are so obvious that they're unquestioned and even unnoticed, there's an opportunity to leap
ahead of the pack — by questioning the conventional wisdom.
- 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.
- 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?
- Power, Authority, and Influence: A Systems View
- Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they
function in organizations, we must adopt a systems view.
- Patching Up the Cracks
- When things repeatedly "fall through the cracks," we're not doing the best we can. How can
we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenNaKnzeMFtkTJeKHFner@ChacmmiEzxxajjfSesQSoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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.