When Change Is Hard: II

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 issue 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!

Your comments are welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Organizational Change:

Now We're in Chaos

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 Eleventh.

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?

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

Good Change, Bad Change: II

When we distinguish good change from bad, we often get it wrong: we favor things that would harm us, and shun things that would help. When we do get it wrong, we're sometimes misled by social factors.

Contrary Indicators of Psychological Safety: II

When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success.

See also Organizational Change and Organizational Change for more related articles.

Forthcoming issues of Point Lookout

Coming June 4: White-Collar Contractor Sabotage

Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.

And on June 11: More Things I've Learned Along the Way: VI

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info