5 Favorites About Managing Change and Transitions

It might be trite to say it, but change is the one thing we can be sure of. 

This is true for life in general and business people in particular. And it's borne out each day when I look at the search words that led people here.

But what should you and I really be paying attention to if we're involved in an organizational change?

I like to synthesize things until the seemingly complex becomes clear and simple. After 25 years of consulting and implementing large-scale changes at organizations such as AT&T, Saudia Airlines, Computer Sciences Corporation and PECO Energy, I think there are 3 key facets of change that contribute to it's success or failure:

1. Initiating change: presenting a compelling scenario using a few specific goals that are readily understandable by everyone

2. Managing the change: Making sure that everyone's efforts stay focused on the main things

3. Being adaptable to change: Change breeds more change. Even the person who initiated it is going to be surprised at the number of ways (s)he has to adapt along with everyone else.

Five Faves about Change

Here are 5 posts from All Things Workplace that look at the topic from different angles. Some may surprise you. All are based upon experience (and doing lots of things wrong early on).

I hope you find them helpful in your work or in your consulting practice.

1. The Retinal Change Agent!

2. Be Patient With the "Aha!"

3. Initiating  A Change: Think About This

4. You Want An Organizational Change? Then. . .

5. What Style Do You Use To Manage Change? 

Bonus!

It's not often we get a chance to hear about what an IT manager in Viet Nam is learning about implementing change.  Have a look at what's happening in the life of Hai Phuc Nguyen.

What's your experience been with organizational change? Add to the conversation with a comment below.

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Comments

[Mike St. Pierre]

Steve, great post and links to other posts! I find that so many folks are afraid of change in an organization - human nature? - but it's a reality that we all have to absorb from time to time. Keep up the good work!

Mike

[Steve Roesler]

Hi there, Mike,

Your encouragement is much-appreciated!

Perhaps the real issue with "fear of change" is really "fear of the unknown"--the "better the devil you know than the devil you don't know" syndrome.

Even in bad situations, people learn to cope. That becomes a known, comfortable way of life. The prospect of dealing with an unknown "better" can produce more anxiety than living with a known "bad". The same phenomenon keeps people in abusive relational situations and co-dependency which, in great part, is simply creating an equilibrium that is known and comfortable.

Thanks for taking time to weigh in. Do hope to see you again as part of the conversation.

BTW:

[Jim Stroup]

Hi Steve,

This is a great post and resource. As for conciseness, your 3-point approach is a really excellent - and applicable - distillation of the issues.

The second point is especially important - focus on the goals. Like a landmark on a merry-go-round, keeping your eyes on your purpose helps you maintain your equilibrium, your footing, and your progress (never mind the merry-go-round analogy for that last one!).

To me the first and second points both stem from this one. Once you've established your goals, sell it, accomplish it, and move on to the next one that hoves into view.

Thanks again!

[Steve Roesler]

Jim,

I hadn't thought about #2 being the crux of the issue., but after going back and staring at the words I think that is so.

Crystal-clear focus on specific goals and their execution is what's required. When I see people get into difficulty with change it's often because they'll waffle or let another semi-related initiative into the mix. That dilutes effort and resources.

A second look at Adaptability to Change prompted another thought, too (thank you). Our ability to adapt is consistent with our commitment, which is brought about by the clarity with which we can see something and imagine its successful outcome. When that happens as a result of daily focus on the main thing, we become more adaptable because we see the fruits of our labor.

[Randy Pennington]

Hi, Steve.

This is a great post. It appears we have some similar experiences.

I had a conversation with a new client yesterday that makes me wonder if a 4th point might be useful - anchoring the change.

This group, like many, has started and dropped important changes on many occassions. The root cause of their failure always comes down to the same thing - they never anchor the change in their culture and it slips away from neglect.

Great work.

Randy Pennington
http://www.resultsrule.com

[Steve Roesler]

Hi, Randy,

Thanks for putting the "Anchoring" factor into the mix.

Now I'm wondering: If we went back into the process, would we see that the desired change actually happened (in which case "anchoring" would be a next step); or, did the effort make it 90% of the way (in which case "execution" is still the issue)?

Waddya think?