I watched in amazement as the president of a charity organization resigned three weeks into his term. The issue that has bought him to this course of action was his difficulty in instigating a change process. A new vision statement had been drawn up and he was seeking “buy in” from the group. He was, as Joel Barker of the “Power of Vision” fame puts it, attempting to create his “vision community”. When the suggested new ways of operating where finally introduced a large amount of not so polite objection (even disrespectful confrontation) was the result.
From this incident I developed a number of ‘LESSONS’ that I posted on Google+
Lesson 1: Respect regardless of position cannot be demanded it must be earned!
Lesson 2: Transparency of the process, particularly during times of change, is paramount.
Lesson 3: If you are in command of an aircraft carrier don’t try to turn as if it were a fighter jet.
Lesson 4: Ensure that ALL key players required for the change are fully engaged in the process.
Lesson 5: Change will always create a level of animosity and fear due to a natural tendency in all of us to wonder… whats it going to mean to me.
A number of people commented and here is an edited selection.
JS – You have to adapt to the rhythm of the team first [ before implanting any changes] and then change their pace from within.
RB – Good point, JS I think it’s necessary to start making changes where you can in such a situation, meetings, small procedures and get people used to being a little surprised.
BB – Better to slow and involve everyone who matters along the way.
TSH – The core rules with any type of change management: understanding the current environment, listening to the cultural noise and getting the requisite feedback before making any decisions. The masses really do have the final word.
BY – What was his level of commitment, really, if he wasn’t willing to stick it out for more than three weeks (confrontation comes with the territory)? Did he present his concepts in a manner for phase by phase changes or, was it an aggressive strategy?
ZK – It’s best to bring change by taking everyone on board. Show them how the new processes would make their jobs easier and transparent.
My interest in the topic increased and during further research I found a great resource in an article by Andrew O’Keeffe of “The Boss” and “Hardwired Humans” fame.
The article:
“PEOPLE ARE OPEN TO CHANGE, AS LONG AS IT IS APPROACHED IN THE RIGHT WAY. UNDERSTANDING INSTINCTS IS A USEFUL STARTING POINT”
Some of the points he makes regarding change are:
“Organisational life is harder than it needs to be. We make it harder because, mostly, our leadership practices are contrary to human instincts. Change is a good example. There is a saying that people resist change. While this might be conventional wisdom, it just isn’t true. If people were hardwired to resist change, we’d still be living in caves.”
“People are fine with change, provided it meets one criterion: that it does not involve loss. Humans are hardwired for loss aversion. This is one of nine instincts we have.”
His article goes on to list the nine hardwired characteristic we have and here is a summary:
1. LOSS AVERSION
Humans are significantly more motivated by the avoidance of loss than the opportunity to gain.
2. EMOTION BEFORE REASON
This filtering for loss is performed instantly, emotionally and often subconsciously. This is because we screen information first based on emotion (how it makes me feel) and only later (sometimes delayed by only a millisecond) on logic.
3. FIRST IMPRESSIONS TO CLASSIFY
People make instant judgments about people and situations as a way to quickly classify their experiences. People readily classify information into categories such as “good or bad”, “harmful not harmful”, “like me or not like me” and “loss or gain”.
4. GOSSIP
If a leader leaves the first impression to chance, then you are probably leaving the communication to the grapevine. People are hardwired to gossip.
5. CONFIDENCE BEFORE REALISM
Humans are hardwired to deny reality – to emphasise what is possible and to underestimate what is practical. This is the instinct that causes business leaders to plan optimistically and disregard implementation.
6. EMPATHY AND MIND READING
Humans are mind readers. We detect how others are thinking and feeling by what’s written on their face. The implication for leaders managing change is that staff will most likely accurately read your intentions.
7. CONTEST AND DISPLAY
Humans spend time, money and energy making ourselves look good. In times of change, we can fall into a primitive trap. The trap is that your actions might be, at an unconscious level, about looking good.
8. COMMUNITY
Humans are social animals. We are hardwired to connect strongest to our family-sized group of around seven people in our “village” of up to one hundred and fifty people.
9. HIERARCHY AND STATUS
Human groups function through hierarchy. When hierarchy and power are unclear, groups become dysfunctional.
If you would like to download a pdf of the full article it can be found at “hardwiredhumans” dot com in the articles-and-media section.
With the amount and pace of change that the world and of course organizations are being forced to deal with at the moment if you are serious about thriving (rather than just surviving) into the future, much of your attention as a leader will need to be focused on the issue of change and how to implement it.
