Organizational Change; organizational change, change management

Here are links to the previous issues of Point Lookout that touch on Organizational Change. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.

Coming June 20: Managing Dissent Risk: In group decision making, dissent risk is the risk that dissents about important decisions will be rejected without due consideration. As a result, group decision quality can suffer, and some groups will actually eject dissenters. How can we manage dissent risk? Available here and by RSS on June 20.
And on June 27: Interrupting Others in Meetings Safely: I: In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.

November 22, 2017

Motivation and the Reification Error: We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people.

August 3, 2016

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.

March 9, 2016

How to Find Lessons to Learn: When we conduct Lessons Learned sessions, how can we ensure that we find all the important lessons to be learned? Here's one method.

June 25, 2014

Deciding to Change: Choosing: When organizations decide to change what they do, the change sometimes requires that they change how they make decisions, too. That part of the change is sometimes overlooked, in part, because it affects most the people who make decisions. What can we do about this?

June 18, 2014

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?

March 5, 2014

Changing Blaming Cultures: Culture change in organizations is always challenging, but changing a blaming culture presents special difficulties. Here are three reasons why.

March 27, 2013

The Restructuring-Fear Cycle: II: When enterprises restructure, reorganize, downsize, outsource, lay off, or make other organizational 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.

March 20, 2013

The Restructuring-Fear Cycle: I: When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make other adjustments, they usually focus on financial health. Often ignored is the fear these changes create in the minds of employees. Sadly, that fear can lead to the need for further restructuring.

January 9, 2013

Patching Up the Cracks: When things repeatedly "fall through the cracks," we're not doing the best we can. How can we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?

April 11, 2012

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.

April 4, 2012

Obstacles to Finding the Reasons Why: When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants doesn't always uncover the reasons why. What are these obstacles?

December 14, 2011

When Change Is Hard: II: When organizational change is difficult, we sometimes blame poor leadership or "resistance." But even when we believe we have good leadership and the most cooperative populations, we can still encounter trouble. Why is change so hard so often?

December 7, 2011

When Change Is Hard: I: Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use — and there are many methodologies available — difficulties can arise. When change is hard, what's happening? What makes change hard?

November 9, 2011

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.

November 2, 2011

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?

August 3, 2011

Kinds of Organizational Authority: the Informal: Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.

July 27, 2011

Kinds of Organizational Authority: the Formal: A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part I of a little catalog of authority classes.

July 13, 2011

Power, Authority, and Influence: A Systems View: Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.

December 30, 2009

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.

January 30, 2008

The True Costs of Cost-Cutting: The metaphor "trimming the fat" rests on the belief that some parts of the organization are expendable, and we can remove them with little impact on the remainder. Ah, if only things actually worked that way...

January 17, 2007

Definitions of Insanity: When leaders try to motivate organizational change, they often resort to clever sloganeering. One of the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass the sanity test.

January 10, 2007

When Fear Takes Hold: Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.

October 18, 2006

Piling Change Upon Change: Management Credibility: When leaders want to change organizational directions, processes, or structures, some questions arise: How much change is too much change? Here's a look at one constraint: the risk to management credibility.

December 7, 2005

Comfortable Ignorance: When we suddenly realize that what we've believed is wrong, or that what we've been doing won't work, our fear and discomfort can cause us to persevere in our illusions. If we can get better at accepting reality and dealing with it, we can make faster progress toward real achievement.

November 23, 2005

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?

January 5, 2005

On Beginnings: A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?

July 21, 2004

The Ties that Bind: Changing anything in an organization reveals how it's connected to its people, to its processes, to its facilities, and to the overall context. Usually, these connections reach out much further into the organization than we imagine.

March 10, 2004

Outsourcing Each Other's Kids: Outsourcing is now so widespread that it has achieved status as a full-fledged management fad. But many outsourcing decisions lack the justification that a full financial model provides. Here are some of the factors that such a model should include.

January 28, 2004

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?

August 27, 2003

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.

August 13, 2003

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.

June 11, 2003

Conventional Foolishness: Every specialization has a set of beliefs, often called "conventional wisdom." When these beliefs are so obvious that they're unquestioned and even unnoticed, there's an opportunity to leap ahead of the pack — by questioning the conventional wisdom.

February 26, 2003

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.

November 20, 2002

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.

March 20, 2002

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.

September 19, 2001

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.

August 8, 2001

Don't Rebuild the Chrysler Building: When we undertake change, we're usually surprised at the effort and cost required. Much of this effort and cost is necessary because of the nature of the processes we're changing. What can we do differently to make change easier in the future?

July 18, 2001

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.

January 24, 2001

Is It Really Resistance?: The term resistance, as used in the context of organizational change, describes our reluctance to abandon the status quo. But it's a loaded term, because it devalues that reluctance. When we approach change with this model of reluctance in mind, we sabotage our own efforts.