It's been 4 years since I took my first organizational change class and I wrote the "guiding principles" below. As I reread these principles it reminds me of how I've grown as a person, but also the work that I still need to be a better practitioner! Although we spent the majority of the time learning about models, strategies, frameworks (which I love), I actually took away that it's more about navigating my own reactions to change, in order to be more responsive rather than reactive.
Power is a limited resource
I tend to be very aware of organizational power dynamics but throughout class I realized that I’ve lacked the ability to leverage these insights. This principle is a reminder that I need to understand my own and others' power in a more dynamic way than I currently view it. For example, before this class I made a false assumption that my CEO holds unlimited power, which resulted in an over-reliance on gaining CEO buy-in and under reliance on middle manager buy-in and cascading sponsors.
There is no I in change management
This principle serves 2 purposes:
1) Keep my ego in check. At times, I enjoy the limelight and being acknowledged for my work. But there is no place for a hero as a change practitioner. I need to continue practicing self-respect and acceptance so I am not looking to others for approval.
2) To remind me that I need to rely on others to successfully implement change. Change management is about serving organizations and individuals to enable transformation. This means that I need to let go of control of certain outcomes to help others own theirs.
Ideas don’t speak for themselves
Early in my career, I naively believed the results that came with a tactical implementation of a good idea would demonstrate the value of the idea -- which would generate buy-in to others. Throughout my initiatives, this style rarely worked. Specifically, I didn't appropriately leverage any analysis on power, lacked clear messaging/communication and most importantly failed to address key stakeholders. When I worked with traders, I always taught them that its not about the trade idea, its how you use your idea to interact with the market.
Make sure you are ready to plan your change and change your plans
During my Master's program, we were equipped with a variety of tools that will guide us as practitioners through the different stages of the change process (Burke-Litwin Model, Beckhard and Harris, stakeholder and strategy maps, DICE, RACI, contingency planning). The static nature of these models represent the science, while how you choose to leverage the model and adapt to the problems in real-time (which levers you pull and when) is the art. Structure, process and planning are key ingredients to executing a change plan. But in reality, in order to successfully implement the change, you need to balance that approach with listening, flexibility, open-mindedness and the ability to adapt. If a change practitioner lacks an open, balanced mindset, they will miss real-time data and key information, which will inhibit them from making the necessary modifications. Also, a rigid approach to change makes others feel as though they are not being heard which disenfranchises and pushes people away.
Change is personal…
As demonstrated in our very first class, change is extremely personal. Individual's reaction, actions and how change affects them varies immensely. Therefore, as a change practitioner I need to be aware that even if a change is highly rational, it doesn't mean others will immediately be able to cope and accept those changes. I need to be empathetic and strategic in how I navigate these emotional implications.
...but don’t take reactions towards change personally
However, on the flip side to the principle above, as a change practitioner I can’t take people’s negative reactions and resistance to my ideas personally. I need to be able to accept these reactions as data points that will only help me strengthen my plans and understand the realities of the current situation. This is important because my emotionally sensitive disposition creates a tendency to take defiance of resistors as a demonstration of personal dislike toward me. This mindset causes me to respond and react defensively; avoiding and pushing resisters away, rather than engaging and understanding their point of view.
Change is complex but solutions can be simple
This principle is important because when dealing with complicated, dynamic circumstances, people default to creating complicated solutions. I think this tendency is based on a false assumption that complex solutions demonstrate complex thinking. I believe that the more effective skill is taking complex, challenging problems and synthesizing the information to create simple solutions. This is an undervalued skill but a personal strength I will continue to leverage.
Don’t blame resistors for failures
It is very easy to blame resistors for the lack of success of a project. After reading the article Resistance to Change: The Rest of the Story, I realized that a skewed interpretation/perception of resistance can actually create a self-fulfilling prophecy of resistance. I loved that this article accurately called me out on my own tendency to account for “unexpected problems in a change process can [to] safely attribute those problems to resistance as a way to divert attention from other factors, including [my] their own failings. Change agents are thereby encouraged to engage in sensemaking that entails scapegoating and sloughing off responsibility by blaming difficulties on resistance” (Ford, pg.364). This encourages the emotional trap of victimization--”those people have put us in an unfortunate position” (Margolis, pg 3). This causes us to dismiss criticism and helpful suggestions from others as we look for ways to affirm we are right (Margolis, 2010) (this also ties back to Principle 2: keeping your ego in check). Due to these factors, blaming resistors only hurts your ability to bounce back from adversity, build resilience, effectively engage in those perceived resistors and personally grow from your own shortcomings.
Asking the right questions is as effective as having the right answers
I chose this principle because Edgar Schein’s approach to process consulting really resonates with me. However, at times I feel pressure to demonstrate my competence to leadership by providing answers. Although I believe I provide strong ideas, I think those ideas only come from asking effective questions. This principle is a reminder that asking questions shows strength and competence, not weakness and inadequacy.
Trust your authenticity
Although I have more edge than bubbles to my personality, I’ve learned that authenticity plays a key role in the success as a change practitioner. I need to trust that my authenticity demonstrates that I genuinely care about helping people and organizations become more effective, which will generate trust and respect from those around me. Always work for an organization that celebrates that authenticity instead of those that diminish it.
Resources:
Ford, J. D., Ford, L.W., & Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377.
Margolis, J. D. & Stoltz P. G. (2010). How to bounce back from adversity. (cover story). Harvard Business Review, 88(1/2), 86-92.
Mauer, Rick (2010) Beyond the Wall of Resistance. Bard Press. Chapter 3: Why People Support You and Why They Resist. (pp.33-51).
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