When change is hard, we sometimes blame "resistors" — people who refuse to change. We say that they don't "get it" or that they're defending their current advantageous positions, or that they're fearful, or that a few troublemakers misled them. If we don't blame the resistors, we blame the planners of the change. They failed to account for various difficulties, or their plan was defective, or they had a good plan, but they failed to execute it.
Sometimes we blame both the planners and the resistors.
Certainly there are defective plans for change. Certainly there are people who are reluctant to change. But both of these analyses overlook three central features of change:
- People have human needs and human desires, and we must deal with people as people.
- Systems are complex. Our understanding of how they work and how their parts interrelate is probably imperfect.
- Changing systems sometimes requires following indirect paths. The shortest path isn't always effective.
Here are two examples of the application of these principles.
- We might be unaware of external constraints
- Difficulties can sometimes arise from external factors not directly related to the change itself. These factors can seem remote at first, until we actually experience them.
- For instance, trying to change a process the mastery of which is viewed as essential to high performance can create motivational problems, because people see their expertise as being questioned.
- The plan to change the process is effective from a process design point of view. And the people who were affected weren't resisting change — they're just applying their own understanding of what the organization values. Unless we deal with external constraints like these, change is hard.
- The desire for change has emotional foundations
- When we plan change, People have human needs and
human desires, and we must
deal with people as peoplewe tend to make plans that follow direct paths in process transformation space. But the space in which change actually takes place includes the feelings, knowledge, and attitudes of the people who must adapt. Direct orders to "adapt or else" do not work well at all.
- People need more than orders to adapt. This is especially true of those whose work depends on knowledge, skill, and relationships. Understanding why we're making a particular change does help, but it isn't enough either. Desire to change — positive desire to adapt — comes about only when people identify with their work and with the organization.
- A plan to communicate to people what the new regime will be, without seeking their support, isn't defective in itself. As a communication plan, it might be perfectly valid. And the people who choose not to support the changes aren't actually resisting it — they simply don't identify with it. When active support for change is missing, change is hard.
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!
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More articles on Organizational Change:
- Look Before You Leap
- When we execute complex organizational change, we sometimes create disasters. It's ironic that even
in companies that test their products thoroughly, we rarely test organizational changes before we "roll
them out." We need systematic methods for discovering problems before we execute change efforts.
One approach that works well is the simulation.
- Piling Change Upon Change: Management Credibility
- When leaders want to change organizational directions, processes, or structures, some questions arise:
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- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found
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- The Restructuring-Fear Cycle: II
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adjustments, they usually focus on financial health. Here's Part II of an exploration of how the fear
induced by these changes can lead to the need for further restructuring.
- Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
Forthcoming issues of Point Lookout
- Coming October 4: Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.
- And on October 11: Self-Importance and Conversational Narcissism at Work: II
- Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.
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