Deciding to Change: Choosing
by Rick Brenner
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, 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 issueorganizations 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 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!
Your comments are welcome
Would you like to see your comments posted here? Send 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.
More articles on Organizational Change
- 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.
- 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?
- 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.
- Good Change, Bad Change: Part 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.
- 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.
See also Organizational Change and Personal, Team, and Organizational Effectiveness for more related articles.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenner@ChacoCanyon.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
- The Race to the South Pole: Ten Lessons for Project Managers
- 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:
- The Politics of Meetings for People Who Hate Politics
- There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program: