Management by Design, Reengineering, Management by Wandering Around, TQM, Excellence, Chaos Theory, Balanced Scorecard, Lean and Mean, Management by Objectives, Empowerment, High-Performance Teams, T-Groups, Quality Circles, and on and on.
One change follows another. One training program follows another. And from each training program, we bounce back to the old ways — or something pretty close. We spend big money to bring in a consultant or training company, we spend a day or two or more learning whatever they're teaching, and then weeks, or months, or a year later, all is forgiven and it's back to business as usual.
Why does this happen? Here are four causes of this pattern and four strategies for achieving lasting results.
- This too shall pass
- When leaders believe in their own credibility, and expect the organization to follow unquestioningly, almost any change is doomed. The most aware among the staff know the futility of embracing enthusiastically anything that will be forgotten within a year.
- We've been down this path so many times that "management fad" is now a legitimate buzz phrase. Acknowledge the failures of the past and deal with skepticism directly.
- Education isn't Change
- When we believe change comes from learning a few facts or skills or theories, change efforts tend to consist of training. But if education were change, with all the diet books in print, by now we would all be the perfect weight.
- Lasting change requires much more than training. One essential item that's usually missing from change efforts is practice. Practice isn't part of training — it's part of doing.
- Resistance comes — in part — from the organization
- We often assume that people choose to stay in Old Status Quo — that if they would just "buy in," all would be well. But culture, policies, procedures, the performance evaluation program, and the actions of others can all cause old behaviors to persist.
- Plan to transform all organizational components that interact with the change. Recognize that you might have to educate some people even though their actual jobs might not be changing.
- To practice, people need slack
- When leaders expect
the organization to
almost any change
- We often expect the newly trained to use what they've learned, at or above the old level of performance, immediately. Worse, we relax the workflow neither for the training nor the practice.
- As we learn new ways, we need to practice them. At first, we might even be less effective than when we do things the old way. Relax the flow of work temporarily to allow people to try the new methods in a less pressured environment.
If you adopt any of these strategies, and if that constitutes change, you'll probably run into a little bounceback. Keep at it. Let yourself practice. Expect others to expect your old ways. And give yourself slack. 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 welcomeWould you like to see your comments posted here? rbrenIlQqcKlPyiTBCrAdner@ChacnIolHcaGamhvNUSFoCanyon.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.
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:
- 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.
- The Ties that Bind
- Changing anything in an organization reveals how it's connected to its people, to its processes, to
its facilities, and to the overall context. Usually, these connections reach out much further into the
organization than we imagine.
- When Change Is Hard: 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?
- The Restructuring-Fear Cycle: II
- When enterprises restructure, reorganize, downsize, outsource, lay off, or make other organizational
adjustments, they usually focus on financial health. Here's Part II of an exploration of how the fear
induced by these changes can lead to the need for further restructuring.
- Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
See also Organizational Change for more related articles.
Forthcoming issues of Point Lookout
- Coming January 24: Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate. It breeds micromanagers. Available here and by RSS on January 24.
- And on January 31: Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions. Available here and by RSS on January 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenoMSkgEeEinFGjNXener@ChactEPLmQVuOjsvnIyfoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people 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. Here's a date for this program: