Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
June 25, 2014 Volume 14, Issue 26
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

Deciding to Change: Choosing

by

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, Order from Amazon.com.

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.

Recusal
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?
Inclusion
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?
Retrospectives
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
Bookmark and Share


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? rbrenXsMpEEjigKfdkHooner@ChacykveapHHCiaSXWwLoCanyon.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:

What's in it for him?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.
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 German Shepherd in a calmer momentWhen 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.
David Addington, John Yoo, and Chris Schroeder testify before the U.S. House Judiciary CommitteeKinds 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.
Lake Chaubunagungamaug signDeciding 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?

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

Forthcoming Issues of Point Lookout

Mohandas K. Ghandi, in the 1930sComing June 3: Just Make It Happen
Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both. Available here and by RSS on June 3.
Two hermit crabs in their snail shellsAnd on June 10: The Perils of Limited Agreement
When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them? Available here and by RSS on June 10.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIbIYOzFDpzAjjQFAner@ChacPHeeBkIBWxwlFLJdoCanyon.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

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:

How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
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?
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
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.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
SSL