Now that he was under fire from all around the conference table, Andre decided to call a halt. "I don't have an answer for that one," he said. "But I'll find out by next week why this isn't working. I think we should wait till then."
Mercifully, Lynn, the chair, came to his rescue. "OK," she said, "let's pick this up next week when Andre has more information." Turning to the scribe, she asked, "What's next?"
With help from Lynn, Andre is dealing with one of the consequences of piling Change upon Change. Chaos has set in, and Andre isn't sure why things aren't working as they were supposed to.
When organizational leaders feel the need for urgent change, they sometimes initiate programs that overlap or follow one another very closely. But when they do, they risk eroding management credibility.
When an organization changes, its people must choose between exiting the organization and coping with the change. Typically, most do cope. Coping with change entails traversing a path described by the Satir Change Model, among others. It's a path all humans know too well.
According to the Satir Change Model, change begins when a Foreign Element disrupts the Old Status Quo and leads to a temporary state of Chaos. In Chaos, employees are uncertain about what will happen next, and many yearn for the Old Status Quo. But as a way out of Chaos, returning to what once was isn't viable. Change is a rocky road.
There are stops, starts,
and lots of backtracking.
To move out of Chaos, employees must find a Transforming Idea that points the way to a New Status Quo. During a period of Integration and Practice, they integrate the Transforming Idea into their view of the world, and practice with the new ways and ideas, eventually reaching a New Status Quo.
It's a rocky road. There are stops, starts, and lots of backtracking. But when we add a new change effort somewhere in the middle of one that's ongoing, the trouble really begins.
During the period of Integration and Practice, employees must accept management's Transforming Idea on trust. They try to use the suggested approaches as a way out of the Chaos.
A second change effort starts with a second Foreign Element (FE2), which sets off another period of Chaos. If FE2 arrives during Integration and Practice from the first change process, people can't always distinguish between the Chaos of the second change and outright failure of the first. And this can lead some to feel that the Transforming Idea of the first change (TI1) isn't working. Management's credibility is therefore at risk.
A safer approach is to either bundle both changes together, or let time pass between them — enough to let people see that TI1 actually works. You can change an organization as fast as possible only if you change it slowly enough. 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!
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More articles on Organizational Change:
- Pick-Up Sticks and the Change Game
- 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.
- Good Change, Bad Change: I
- Change is all around. Some changes are welcome and some not, but when we distinguish good change from
bad, we often get it wrong. Why?
- Good Change, Bad Change: 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.
- The 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.
- 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.
See also Organizational Change for more related articles.
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- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
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- 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.