In Part I of this exploration of the challenges of Change, we examined two sources of difficulty — sources internal (our emotions) and source external (outside pressures). This time, we explore issues related to planning. We'll look at three sets of reasons why planning change is so difficult: unexpected linkages, unexpected detours, and the need for temporary bridges.
- Unexpected linkages
- Linkages between organizational elements are often informal and unaccounted for. When an unrecognized linkage exists, changing one of the linked elements requires that we deal with the other linked elements.
- For example, when one group is physically situated close to another, friendships and associations form. Some of those connections might be channels for ongoing knowledge exchange. Separating the two groups by moving one group to a distant location can stress those connections, degrading performance. Relocating them both together might be preferable.
- If we break linkages we don't understand, change can be hard. A plan to move one group might seem perfectly sound, but it can fail if it doesn't recognize the importance of bonds between people. What might seem like resistance could actually be the result of interrupted knowledge flow due to breaking connections.
- Unexpected detours and backtracking
- At times, only after we begin executing a change plan do we recognize some factors we neglected. When this happens, with a little luck, we can make adjustments and continue. But sometimes we have to stop or backtrack, replan, and begin again.
- For example, in an acquisition, if we intend to relocate the acquired IT department, we might find that relocation is impractical because key people would require financial assistance with real estate issues. And keeping those people in place might also incur unsustainable costs. The department relocation plan wasn't defective, though it didn't anticipate real estate market conditions.
- If a plan is incomplete, change can be hard. The people involved might not be resisting change — they might actually have legitimate issues that the plan didn't anticipate.
- Temporary bridges
- When we At times, only after we begin
executing a change plan
do we recognize some
factors we neglectedencounter or anticipate difficulty, we might not be able to change systems directly from their current configurations to the final configurations we seek. Sometimes, we must build temporary bridges.
- For example, in the IT relocation problem, the organization might become a lender, investor, or loan facilitator, to enable people who are relocated to secure mortgages for new homes.
- Plans that include interim configurations that we intend later to abandon aren't necessarily defective. And the people whose needs we're accommodating in this way aren't making trouble — they have legitimate needs that we must somehow address. Unless we can be flexible enough to find temporary bridges, change can be hard.
When change is hard, and when the job market is tight, some managers are tempted to communicate the change-or-else message. Resist the temptation. Someday, those who are unhappy will have alternatives. And they will choose them. First in this series 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!
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More articles on Organizational Change:
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- 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.
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
- 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.
Forthcoming issues of Point Lookout
- Coming June 19: I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.
- And on June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
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