In the first part of this discussion, we explored two factors that can distort our assessment of the goodness of a change — circumstantial complexity and superficial simplicity. Let's now explore three social factors that can lead us to misjudgments just as significant.
- Aversion to coercion
- Some changes are thrust upon us. When the agent of change is another person, or a group of people, some of us experience resentment of the change agent. We sense the limits of our autonomy, and instead of focusing on the larger problem of expanding our freedom, or accepting and understanding its limits, we vilify the change agent.
- When we perceive that the change agent benefits from the change they've thrust upon us, this vilification can be especially intense. We question the change agent's motives, or we focus on the supposed malevolence of the change agent. We don't really try to understand the change or assess it objectively.
- Attraction to charisma
- In some instances, when we regard the agents of change with affection, respect, or awe, our feelings for them can overwhelm our aversion to coercion. We accept the change without resentment — even without critical thought.
- When this happens, we sometimes confuse the change with its agent. Because we trust the change agent, we fail to apply appropriate critical standards when we assess the goodness of the change. Advertisers, political candidates, and others interested in influencing the opinions of large populations often exploit this fallibility.
- Group affiliation and disaffiliation
- Groups with which we seek affiliation, or seek to maintain affiliation, can influence our decisions about the value of a change, as they can influence other decisions. If we feel that supporting a change might threaten an affiliation we value, we're less likely to support it. In some cases, this bias can be internalized. That is, outside our awareness, our desire for the affiliation can influence our assessment of the goodness of a change.
- A desire Groups with which we seek affiliation,
or seek to maintain affiliation,
can influence our decisions about
the value of a changefor disaffiliation or distancing can have a similar effect, except that the judgments we make are more likely to be opposed to the stances of the groups in question. In disaffiliation, the process is more akin to if-they-want-it-then-I-don't. Both the desire to affiliate and the desire to disaffiliate can interfere with clear, critical thinking.
- Although this mechanism is sometimes known as "peer pressure" or "social pressure," the use of the word pressure evokes a sense of coercion, which isn't always accurate. Often, when our desire for group affiliation affects our assessments of a change, and when we're unaware of the emotional importance of the affiliation, we feel autonomous and free, rather than coerced.
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More articles on Organizational Change:
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- Among models of Change, the Satir Change Model has been especially useful for me. It describes how people
and systems respond to change, and handles well situations like the one that affected us all on September
- Change How You Change
- In the past two years, your life has probably changed. Do you commute over the same route you did two
years ago? Same transportation? Same job? Same company? Same industry? Change is all around, and you're
probably pretty skilled at it. You can become even more skilled if you change how you change.
- On Beginnings
- A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to
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- 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?
- 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?
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- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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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.