Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 47;   November 20, 2002: Pick-Up Sticks and the Change Game

Pick-Up Sticks and the Change Game

by

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.

Dale had to admit that Lucas was a problem, just as Barb had predicted. "I don't know what to do about him," he said. "Sometimes I just want to wait until the next reorg and then try again after we boot Lucas."

Pick Up Sticks

A game of Pick Up Sticks in progress. Photo (cc) by SA 4.0 by Mokkie.

"Oh, great idea. And you can cancel Marigold the same day," Barb suggested, not seriously — they needed Lucas. "And then you can resign, too. Neat. I like it."

"Yeah," he said. Dale sighed, staring at nothing. "I get it, I just don't know what to do."

Culture change is difficult. Complex change projects tend to expose management problems of long standing, which then interfere with the change effort. But culture change is easier if we keep in mind some lessons from the game of Pick-Up Sticks.

When I was little, we had to while away a lot of summer days, mostly doing kid things I can't tell you about. But I can tell you about a game called Pick-Up Sticks. It came in a cardboard tube with a jillion thin, colored sticks, about five inches (13 cm) long, with sharp, pointy ends. Because of the pointy ends, the game is probably illegal today, or frowned upon, even though hardly anybody ever got seriously injured playing Pick-Up Sticks.

Organizational change
is like playing
Pick-Up Sticks.
You want to change
some things, and keep
others as they are.
Surprises pop up
everywhere.
You play the game by gathering all the sticks (except the black one) in a tight fist, and then dropping them on the floor so they land in a tight jumble. Then the players take turns picking up the sticks from the pile one by one, using the black stick as a tool, until more than one stick moves. When that happens, you lose your turn and the next player takes over.

Executing organizational change is like playing Pick-Up Sticks, because you want to change some things, and keep others as they are. Surprises pop up everywhere. Here are some lessons for change agents from the game of Pick-Up Sticks.

Isolate
Address first those issues that stand alone. Dealing with interlocking problems is hard.
Focus
If two players work on two sticks at the same time, both lose. Work on only one issue at a time.
Be deliberate
Change, like Pick-Up Sticks, requires patience and concentration. Move slowly, plan carefully, and simulate.
Watch for interlocks
Sometimes sticks rest on each other in an interlocked loop: A on B, B on C, and C on A. Removing one disturbs the others. When you have no choice, do the best you can.
Watch the weather
Pick-Up Sticks is more fun on a calm day. Winds make it difficult. Change efforts are much easier when the outside world is stable and supportive. Don't wait for turbulent times.

If you're working on a change project, get a can of Pick-Up Sticks for your desk. Once in a while, when you're stumped, play a game — it will help clear your mind. Go to top Top  Next issue: Trips to Abilene  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

Would you like to see your comments posted here? rbrenClwXlEJJxqcRCrsXner@ChacBEvZecCsRnoyHuCjoCanyon.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:

Apples and Oranges, by Paul CézanneOutsourcing 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.
Artist's conception of the Mars Pathfinder landing by bouncing on its airbagsTraining Bounceback
Within a week after we've learned some new tool or technique, sometimes even less, we're back to doing things the old way. It's as if the training never even happened. Why? And what can we do to change this?
The Scream, by Edvard MunchComfortable 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.
A diagram of effects illustrating these two loops in the Restructuring-Fear CycleThe Restructuring-Fear Cycle: I
When enterprises restructure, reorganize, downsize, outsource, spin off, relocate, lay off, or make other adjustments, they usually focus on financial health. Often ignored is the fear these changes create in the minds of employees. Sadly, that fear can lead to the need for further restructuring.
Associate Justice of the U.S. Supreme Court Frank MurphyThe Passion-Professionalism Paradox
Changing the direction of a group or a company requires passion and professionalism, two attributes often in tension. Here's one possible way to resolve that tension.

See also Organizational Change for more related articles.

Forthcoming issues of Point Lookout

A shark of unspecified speciesComing May 2: Narcissistic Behavior at Work: VII
Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
Jump ball in a game of basketballAnd on May 9: Unethical Coordination
When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHraToxxmgBulzBHoner@ChackLjmiANstpPrnkLQoCanyon.com or (650) 787-6475, 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

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about 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
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
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 Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.