As he entered the lobby, Matteo waved to Louise, who stood and met him at the revolving door. He passed through it and she followed. As she emerged into the sun, he turned toward her and asked, "Usual loop?" She nodded. Their walks had become more frequent since the Conversion Tour began, and they'd settled into a routine.
Then she added, "But for variety, let's reverse direction." They did.
The Conversion Tour was a series of talks they'd been giving to the groups most affected by the new HR software. The tour hadn't been going well.
They turned the corner and headed for the garden behind Building 11. Matteo began, "I knew we'd meet resistance, but I thought we'd just talk them out of it."
Louise was more optimistic. "We will," she said. "We just need better arguments."
Sadly, even though rationality is important, it isn't enough. Emotions count. To facilitate change, you have to deal with three key questions.
- How did we come to be here?
- Usually, things are the way they are because something is keeping them there. If you've ever tried to keep a process in place you've probably witnessed "process drift." Uncontrolled processes gradually evolve.
- Stable processes are controlled processes. Before you try to change a stable process, understand what's been stabilizing it, because you'll probably have to deal with those forces as you deploy the new process.
- What's it like to be in this place?
- Before you try to
change a stable process,
understand what keeps
- Like most experiences, living in the status quo is both appealing and troubling. Often we learn to ignore what we don't like, or we make adjustments and allowances. We learn to live with discomfort.
- Reminding yourselves of what you find troublesome helps you leave it behind. But you probably don't want to leave all the good behind with it. Knowing what you like about the status quo helps you bring it along as you change to something new.
- Where would you like to go from here?
- If we want to make things better, it helps to know not only what we're looking for, and how we'd like to get there. Compare these two: (1) I want to meet the schedule by having enough people to do the work; and (2) I want to meet the schedule by having everyone work 70-hour weeks.
- In making a change, search for a path that supports whatever you like about what you have already. Recognize that it's OK to leave some things behind if you don't really need them.
Attachment to the status quo provides much of the energy for what we call resistance. Yet, it can also save us from ourselves. It reveals what's good about the present, and what we might need to bring with us on our journey to the future. Use it as a guide to help you find the right path. Top Next Issue
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More articles on Organizational Change:
- Don't Rebuild the Chrysler Building
- When we undertake change, we're usually surprised at the effort and cost required. Much of this effort
and cost is necessary because of the nature of the processes we're changing. What can we do differently
to make change easier in the future?
- Piling 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.
- 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?
- How 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.
- The 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.
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