In many organizations, a time comes when their people decide to do something new. It's a hard decision. Sometimes these organizations are forced to change; that change is difficult, too, but in a different way. The change I want to consider here is the unforced change — the change we choose. Choosing to step into the unknown creates tensions in the organization that challenge leaders, break relationships, and disrupt power bases. People within these organizations sometimes experience this disruption in very personal ways. Exploring those experiences, and the ways people cope with them, can help us understand how better to plot a course into the unknown.
Let's begin with those who aren't parties to the discussions leading to the decision to change. Their opinions aren't sought. Indeed, they're often carefully insulated from any hint of the coming change. Sometimes the change is announced to them after the information is released to the media and the general public. Sometimes it's never announced. They can feel excluded, devalued, and distrusted.
The experience is painful. When it first happens to people, usually early in their careers, it can feel like betrayal. Some have been very loyal to the organization. Some were even passionate about it. Perhaps they've relocated away from family and friends, to homes better suited to the needs of the employer. And now the employer has made a change, one that seems purely elective on the part of the employer, without consultation, and without any warning.
In careers that span 30 years or more, learning of changes in this way might happen many times. After the second or third such experience, possibly at multiple companies, some people come to expect to be treated not as fully human, but as "human resources." After several experiences of being
excluded from major organizational
decisions, some people come to
expect to be treated not as fully
human, but as "human resources."They become reluctant to identify personally with the organizations that employ them. Initiative and motivation fade. Work becomes a means of earning money, rather than an avenue for seeking fulfillment.
Can anyone be honestly surprised when these people become cynical, resentful, distrustful, or even subversive?
Some organizational leaders accept this as inevitable. They deal with the consequences by removing from the organization those people most likely to adopt "unhelpful" attitudes — usually the older employees, and those whose skills and knowledge are perceived as least compatible with the new direction adopted by the organization. These leaders mistakenly view as a cost of change the loss of experienced people who best understand how existing systems work, and why they are the way they are. Fears of the consequences of "premature leaks" to the public are almost surely exaggerated compared to the losses incurred from cynicism and subversion.
We can limit these effects by trusting more employees, and including them in deliberations about changes to come. People who feel trusted reward with support those who trust them. Next 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:
- 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.
- 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
- Pick-Up Sticks and the Change Game
- When we change organizational culture, we often stumble over unexpected obstacles. Sometimes the tangle
can be so frustrating that we want to start the company over again. Here are some tips for managing
large-scale cultural change.
- Workplace Taboos and Change
- In the workplace, some things can't be discussed — they are taboo. When we're aware of taboos,
we can choose when to obey them, and when to be more flexible. When we're unaware of them, they can
limit our ability to change.
- 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 April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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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.