September 19, 2001	Volume 1, Issue 38
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Now We're in Chaos

by Rick Brenner

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.

verything changed on September Eleventh, and we're still learning the meaning of "everything." People working on projects, especially those that involve air travel, are now struggling with Change. Among models of Change, the Satir Change Model, developed by Virginia Satir, stands out for me as especially useful. It describes how we respond to change, using six elements:

Old Status Quo

The initial state of the system, before the change cycle begins. Example: September 10.

Foreign Element

The event, incident, or new information that disrupts the Old Status Quo. Example: the events of September 11.

Chaos

The state of confusion and disruption that persists following the recognition of the Foreign Element. Example: where we are now — we haven't yet adjusted to the new situation.

Transforming Idea

The realization or concept that takes us from Chaos toward a new way of operating. We probably don't yet have the Transforming Idea for the change cycle resulting from the events of September 11.

Integration and Practice The Chaos of change
can create stress,
fatigue and
erratic performance

A period of assimilation of the Transforming Idea, when we practice ways of incorporating it into our operations.

New Status Quo

After we've integrated the Transforming Idea into our operations, a New Status Quo begins, in which we continue to enhance performance.

For many of us right now, after the Foreign Element that arrived on September 11, disruptions persist:

• Loss of key personnel, plant, equipment, and communications infrastructure
• Business disruption
• Unwillingness of staff to travel by air
• Restricted travel budgets
• Reductions in flight availability
• Increased inconvenience in traveling by air

These consequences become Foreign Elements themselves, with new change cycles of their own. The Satir Change Model provides a useful guide for dealing with them. I'll focus for now on Chaos, where most of us are right now.

When in Chaos, acknowledge it

Recognize that you're in Chaos, and that most people are under stress. Watch for signs of fatigue and erratic performance, and give people time to rest and to share their concerns. Use Temperature Readings to help people vent. See "Take Regular Temperature Readings," Point Lookout for August 29, 2001.

Recognize the tug of Old Status Quo

Chaos is uncomfortable. Many of us don't like it, and try to resurrect the Old Status Quo. Let go. Accept the change, and know that there's no going back. For example, if air travel now takes much longer, adjust project schedules — and employee compensation — accordingly.

In Chaos, make no major decisions or commitments

While we must make decisions, beware of making long-term decisions. When the Transforming Idea arrives, it will certainly provide better guidance than we now have. For example, avoid committing to a new project involving air travel.

Watch for the Transforming Idea

The Transforming Idea can come from anywhere — any level of your organization, even a competitor. Be open to ideas from all directions and all employees.

Chaos is not a bad thing. It just is. To manage through it, we must first accept it. Perhaps this is what Dorothy knew when, as she entered the Land of Oz for the first time, she said, "Toto, I have a feeling that we're not in Kansas anymore."  Top    Next Issue

For more on the Satir Change Model, see "Change How You Change," Point Lookout for March 20, 2002, and "Piling Change Upon Change: Management Credibility," Point Lookout for October 18, 2006. For other examples of the effects of change-driven Chaos, see "The True Costs of Cost-Cutting," Point Lookout for January 30, 2008.

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More articles on Organizational Change:

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?

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.

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.

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.

See also Organizational Change for more related articles.

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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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