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:
- 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.
- He's No Longer Here
- Sometimes we adopt inappropriate technologies, or we deploy unworkable processes, largely because of
the political power of their advocates, and despite widespread doubts about the wisdom of the moves.
Strangely, though, the decisions often stick long after the advocates move on. Why? And what can we
do about it?
- Letting Go of the Status Quo: the Debate
- Before we can change, we must want to change, or at least accept that we must change. And somewhere
in there, we must let go of some part of what is now in place — the status quo. In organizations,
the decision to let go involves debate.
- 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.
- Organizational Roots of Toxic Conflict
- When toxic conflict erupts in a team, cooperation ends and person-to-person attacks begin. Usually we
hold responsible the people involved. But in some cases, the organization is the root cause, and then
replacing or disciplining the people might not help.
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
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