We Need to Rethink Organizational Change: Here's Where I'm Headed

Change.

I cannot think of a topic that is more compelling, more challenging or inevitable.

When you consider the ups & downs of our lives, many of our troubles have much to do with change. From our unwillingness to accept change in others, to that of ignoring our own shifting psyches or philosophies. Dr. Dan Gilbert wisely noted that "Human beings are works in progress, that mistakenly think they are finished." I'd say this clearly applies to organizations and work life as well. There are so many moving parts, processes and predispositions to consider. Yet change, or may I add the need to change — is one that we can always count on. We can only do our best to bring all of these parts into light.

Yet, if we seek change within our work environments, we must not only plan; we must prepare in ways that we may have failed to consider in the past.

On a deep level, much of my work centers on change. Change regarding mindsets, narratives and the behaviors that represent those elements in workplaces. I've seen change unfold. I've seen it stall. Many change stories are partial successes — but even these hold some measure of success. Many would be considered outright failures. Yet, that doesn't mean we cannot learn from them. I've tried my best to do so.

Encouraging change is an ever-evolving practice that requires we consider a wide range of solutions. (I might also add, that igniting change isn't as difficult as keeping the torch of change burning.) In many cases, an honest discussion concerning what is bugging a team, or even a function can start the change process. However, when approaching organization-wide initiatives, it takes time to reveal all of the moving parts, adequately define the vision's end-state and reinforce change.

This takes time.

And patience.

And endurance — that we are not always fully prepared to invest.

Ultimately, we haven't yet completely mastered change, and this doesn't surprise me in the least. Organizations are comprised of individuals — all with their own take on change & predisposition toward it . I would guess that most change practitioners would agree. Yet, we need to do better somehow. To bring minds together in a way that might move the needle — in times when that needle really needs to be moving.

I've been privileged to serve as a contributor to a number of change efforts within organizations. As a diagnostician, helping to identify the obstacles that organizations face as they reach for change, is both a frustrating and exhilarating experience.?Yet, as we all know even with this painstaking work — real change often eludes us. Our failings can explained by many factors, some of which I'll touch on below. However, I am certain that we have somehow overlooked possible creative methods to unlock lasting change.

In particular, examining other fields of study, such as marketing & communication could open a new window to change. I've contemplated that mode and spent time last year with Local Industries exploring this topic . (Look for training on what was found in the future).

Psychologist John Kotter offered a razor sharp analysis of where we may go wrong change-wise. Within this classic HBR article, he discusses eight critical errors that often occur in our quest to achieve change.

In the final analysis, change sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed.

- John P, Kotter

To refresh your memory, here are few of Kotter's key errors which might be holding us back.

• Error #4: Under-Communicating the Vision by a Factor of 10.

Firstly, let's say this may be a factor of 100. Secondly, I'll also go on record to say that a Town Hall meeting where leaders set out to communicate that vision, is a start — but not adequate to support change. Don't misunderstand me. I'm all for declaring the need & direction of a change effort. However the catharsis of that moment, may not be enough to convince a team to get on board, commit time and effort to that vision & stay energized for the longer-haul, which is what a change effort requires. (Tip: Be sure to develop a 3-month, 6-month and year-end communication messaging plan/review, to evaluate the clarity of your change messaging and reported progress.)

• Error #7: Declaring Victory Too Soon

Change isn't the equivalent of ingesting a Red Bull. Lasting change takes time to take hold. This demands that you prepare your team for this inevitability. If you cram for a final exam, deep learning will not take hold. The same can be said for change/development within organizations.

While you may see progress, know that what you've not fully addressed will come back to roost. (Tip: Design a set of metrics that can alert you if things may not be moving along as hoped. To develop that list, focus on possible obstacles that could erupt as time goes on.)

• Error #8: Not Anchoring Changes in the Corporation's Culture

Let's put this out there — if you haven't translated your vision of change into actual behaviors — your change effort could be doomed. Attempt to "behaviorally anchor" change for contributors. Share stories of how these behaviors affect performance.

Shared values matter.

The "every day" matters.

Making that connection is vital. Lasting change requires this. (Tip: Collect stories with specific patterns of behavior that represent the change. Link behaviors with metrics of organizational performance. Take time to share these clearly.)

As always, thank you for reading.

Marla Gottschalk is an I/O Psychologist who explores core stability and the dynamic nature of work life & organizations. A charter member of the LinkedIn Influencer Program, her practice helps people, teams & organizations build stronger foundations through the practice of core stability. Her thoughts on work life have also appeared at the Harvard Business Review, Forbes, BBC Work Life, Quartz and The Huffington Post