Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 14, Issue 26;   June 25, 2014: Deciding to Change: Choosing

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?
Roald Amundsen, Helmer Hanssen, Sverre Hassel, and Oscar Wisting at the South Pole

Roald Amundsen, Helmer Hanssen, Sverre Hassel, and Oscar Wisting at the South Pole, December 16, 1911. The photographer was Olav Bjaaland.

When Amundsen and his party of eight all told departed their base camp for the pole on September 8, 1911, they departed too early. Forced to return in a hasty retreat on account of severe cold, they sustained some injuries from frostbite, and lost a few dogs. But the greatest damage came from the conflict that ensued, and the outright rebellion of Hjalmar Johansen, who openly questioned Amundsen's fitness as a leader. Back at base camp, Amundsen was able to treat the injuries, order equipment changes, and reconfigure the pole party to a smaller group, excluding Johansen. Also excluded was Kristrian Prestrud, who by then had realized that he was not up to the challenges of the polar journey. Amundsen also asked Jørgen Stubberud to go with Johansen and Prestrud on an Eastern expedition during the summer while the polar assault was underway. Finally, he carefully polled the party about the decision to depart. When the polar party departed on October 19, after several days of weather delays, they were a smaller party, better equipped and supplied, and starting almost six weeks deeper into Spring. These changes came about as a result of Amundsen's application of three of the practices advocated here: exclusion, inclusion, and retrospectives.

The photo is taken from Amundsen's book about the expedition, The South Pole.

When organizations decide to do something different from what they've been doing, the changes they undertake might involve changing more than what they do. Sometimes they must also restructure the way they make decisions. For example, the relative importance of software engineers and actuaries in insurance companies has changed significantly in the past 50 years. Although software engineering is more important today in such organizations than it once was, one can debate whether the political power of the people engaged in software engineering today parallels the importance of their profession in executing the mission of the organization.

Elective change in organizations sometimes exposes conflicts of interest between the interests of the organization and the interests of the people who must make the decision to change. In some cases, this conflict of interest is resolved not in the favor of the organization, but in favor of the personal interests of the decision makers. When that happens, the organization remains stuck on paths that lead to stagnation, contraction, and — possibly — bankruptcy.

What can we do about this? Here are four suggestions for enhancing decision quality.

A pattern of participation in decisions that affect the personal interests of the decision makers is a performance issue. In politics and jurisprudence, excusing oneself from such participation is called recusal. The practice is rare even there, but with the exception of certain professional standards, it's almost totally absent from organizational life. Would not organizations that succeed in incorporating recusal into their decision processes gain significant advantages in decision quality?
The dual of recusal is inclusion. In most organizations, the same group of decision makers makes all the big decisions. From time to time, they do seek advice from specialists, but the specialists' role is advisory only — they rarely have decision authority. Are there not classes of decisions that would be improved by including some people who are customarily excluded from decision-making?
Decision process risk management
Even among A pattern of participation in
decisions that affect the
personal interests of the
decision makers is
a performance issue
organizations that recognize the importance of risk management, risk management practice tends to emphasize what the organizations does, rather than how the organization makes decisions. Certainly all organizations make bad decisions once in a while. Can we not use risk management principles to protect ourselves from these mistakes?
Most important, perhaps, is a practice often called "lessons learned," or retrospectives. Retrospectives help us avoid repeating our own mistakes — or the mistakes of others. Although widely used in the lower reaches of the org chart, they are much less common at high levels. Why do you suppose that is? Could it be that requiring self-examination of others is easier than asking it of oneself?

Which of these practices do you recognize in the decision-making process of your own organization? Which are absent from it? First in this series  Go to top Top  Next issue: Seventeen Guidelines About Workplace Bullying  Next Issue

101 Tips for Managing ChangeIs 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!

Your comments are welcome

Would you like to see your comments posted here? rbrenGzqvmkfhehaPCAFnner@ChacrKUuqezvBhQBalUuoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Organizational Change:

Hoarfrost coating Autumn leavesPiling 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.
A polar bear, feeding, on landLetting 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.
A sea otter and pupPower, 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.
Erecting a floating bridge in Korea (1952)When Change Is Hard: Part 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?
Conferees attending the NATO Lessons Learned Conferencde 2015How 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.

See also Organizational Change and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Feeling shameComing November 2: Shame and Bullying
Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might restore the ability to think, and maybe end the bullying. Available here and by RSS on November 2.
Platypus swimmingAnd on November 9: Solving the Problem of Solving Problems
Problem solving is sometimes difficult when our biases interfere with generating candidate solutions, or with evaluating candidates we already have. Here are some suggestions for dealing with these biases. Available here and by RSS on November 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenvajpWToHaILwNocYner@ChacAZxemsyhGGkuxBZsoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Leading Virtual Meetings for Real Results
LeadiLeading Virtual Meetings for Real Resultsng or participating in virtual meetings — teleconferences, Web conferences, video conferences, and more — is challenging. Miscommunications, misunderstandings, distractions, politics, and interpersonal conflict all thrive in the typical environment of the virtual team. We'll inventory the challenges virtual meeting leaders and participants face, and provide tools for anticipating and addressing them. The focus of this program is practical — attendees will learn concrete techniques for preventing and dealing with the problems that arise in virtual meetings. Read more about this program. Here's an upcoming date for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here are some upcoming dates for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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 organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Workplace Politics Awareness Month KitIn October, increase awareness of workplace politics, and learn how to convert destructive politics into creative politics. Order the Workplace Politics Awareness Month Kit during October at the special price of USD 29.95 and save USD 10.00! Includes a copy of my tips book 303 Secrets of Workplace Politics which is a value! ! Check it out!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.