Now that he was under fire from all around the conference table, Andre decided to call a halt. "I don't have an answer for that one," he said. "But I'll find out by next week why this isn't working. I think we should wait till then."
Mercifully, Lynn, the chair, came to his rescue. "OK," she said, "let's pick this up next week when Andre has more information." Turning to the scribe, she asked, "What's next?"
With help from Lynn, Andre is dealing with one of the consequences of piling Change upon Change. Chaos has set in, and Andre isn't sure why things aren't working as they were supposed to.
When organizational leaders feel the need for urgent change, they sometimes initiate programs that overlap or follow one another very closely. But when they do, they risk eroding management credibility.
When an organization changes, its people must choose between exiting the organization and coping with the change. Typically, most do cope. Coping with change entails traversing a path described by the Satir Change Model, among others. It's a path all humans know too well.
According to the Satir Change Model, change begins when a Foreign Element disrupts the Old Status Quo and leads to a temporary state of Chaos. In Chaos, employees are uncertain about what will happen next, and many yearn for the Old Status Quo. But as a way out of Chaos, returning to what once was isn't viable. Change is a rocky road.
There are stops, starts,
and lots of backtracking.
To move out of Chaos, employees must find a Transforming Idea that points the way to a New Status Quo. During a period of Integration and Practice, they integrate the Transforming Idea into their view of the world, and practice with the new ways and ideas, eventually reaching a New Status Quo.
It's a rocky road. There are stops, starts, and lots of backtracking. But when we add a new change effort somewhere in the middle of one that's ongoing, the trouble really begins.
During the period of Integration and Practice, employees must accept management's Transforming Idea on trust. They try to use the suggested approaches as a way out of the Chaos.
A second change effort starts with a second Foreign Element (FE2), which sets off another period of Chaos. If FE2 arrives during Integration and Practice from the first change process, people can't always distinguish between the Chaos of the second change and outright failure of the first. And this can lead some to feel that the Transforming Idea of the first change (TI1) isn't working. Management's credibility is therefore at risk.
A safer approach is to either bundle both changes together, or let time pass between them — enough to let people see that TI1 actually works. You can change an organization as fast as possible only if you change it slowly enough. 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:
- 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.
- 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.
- 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.
- 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.
- 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?
See also Organizational Change for more related articles.
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- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
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