Meaning and Change: What To Do

Yesterday's Meaning, Wholeness, and Change set the stage for today's post. We began to look at how the personal meaning attached to a business change (or any change) will impact the process and the outcome. 

Companies cannot satisfy all elements of "meaning" that all of its employees bring to the table. In fact, none of us has the ability to satisfy all of the definitions of meaning that lie within our own spouses, children, and closest friends.

What Can You Do? A Real-Life Example

My experience shows that discussions are what make the greatest, most positive difference, but are also the most neglected element. You can start the right conversation and not let it finish until it’s finished. Here’s what I mean:

We recently had a chance to manage (vs. advise) a corporate change. It was a long-time client whose leader didn’t feel as if there was the right expertise internally to do this particular change (it involved a team that had had no manager for a long time. That’s another story).

 After calling the group of 9 people together and announcing the upcoming work changes, I made this statement:

“The changes themselves aren’t negotiable (I explained why). However, you can decide how best to organize and execute them. You are considered the experts when it comes to this function. Before we do anything, I want to have a discussion about your initial reaction. What do you see as immediately positive and why, what’s lousy and why, and how will this impact your life.”

Then, I just sat back until the first person started talking. It was fascinating. No one disagreed with the desirability of the change and the fact that it was good for the long-term health of the company. What did emerge, quite emotionally, were the personal issues that would be created:

“How do you expect me to take my daughter to school if I have to come in at 7 a.m. instead of 9?”

“I don’t know if I can learn the new technology. I don’t want to look like a fool or be considered ‘too old and set in my ways’ to try something new. That’s not it. I’m just scared. I work hard at what I do, but I’ve learned to do it well so that I don’t have to worry about people thinking I’m not a good worker.”

“This means I'll have direct contact with the CEO once a week. I’ve never ever been in a meeting with the CEO let alone have to meet with him and discuss issues. I don’t see myself as someone who works with a CEO.”

These are just a few concerns; there were many more.

What Was The Result?

Over the course of five months we've met every other week. The process of getting things done had to be interrupted regularly to allow people to vent, rant, celebrate, nudge each other…you name it.

At month five, it’s obvious that this is working well. But I still have to allow time for people to backtrack, backslide, vent about things from the first meeting, and then bring themselves back to the present moment.

What’s really happening here?

People assign a certain meaning to their work. Their work changed. They had to make sure that the core of their original meaning was intact. (I still don't know for sure what that means for each individual, but they do). And the way they did that was to offer up how they actually felt, try out some changes, go backwards, offer up how they felt, go forward, and ultimately discover that they are still whole. But their wholeness was allowed to be seen as a result of them being allowed to be themselves. Who they are was never questioned. Being allowed to decide how they would work acknowledged their uniqueness and talent and created new personal meaning.

But they had to be allowed to have real conversations, regardless of the feelings involved. The process isn't linear, clean, or filled with smiley faces because it involves telling, and listening to, the truth. 

Outcome: The company saw its intent and meaning for this project realized; the team members did the same. The overall result created a new meaning in the depth of relationship between the corporate entity and the people involved.

Comments

[Dawna Jones]

Your post touches on the doubts and fears that typically arise when familiar ground shifts to unfamiliar ground. And, naturally, talking about the fears disarms and dissolves them which is fabulous. The nice thing about the no time limit for the dialogue is that the layers are allowed to surface and be exposed, and along with that shared meaning, strengthening the direction and focus for how the changes get implemented. On component of personal spirit is sense of control. We ALWAYS have control over how we perceive a situation and how we respond. That is pretty powerful in times of pervasive and subliminal fear about what the future holds.

[Maris]

I wish we had such a discussion here at our office. Ever since people here have avoided personal issues touching on one's work. I think my bosses were probably thinking that working like a drone is something we all have to learn to do; if not, we would be better off elsewhere. But this kind of thinking, which shuns the meaning each personnel puts into his work--thus discussing his feelings and sentiments with regards to the kind of significance he identifies with them, has caused many negative emotionally charged issues resulting to messy resignations. Being the last (wo)man standing in our team, I am just trying to stay focused on developing my craft and skills and ignore the fact how my bosses leave me cold when it comes to how they value my efforts and sacrifices for the company. I love my job and I'm very passionate about what I do. In the end, though they may choose to just ignore my efforts, I would still gain the most benefit for my continuously developing abilities would remain with me long after I have decided to level up with a different company(should I decide to leave that is).

[Nancy lewis]

Steve, as usual, you inspire! We have many changes going on in our company; most of them handed down as "this is THE way." I'll share this post with our leadership and ask them to consider "new meanings." Awesome stuff.

[Steve Roesler]

Dawna

Your experience is showing:-)

The fortunate part of this particular situation is that the CEO understood the dynamic and didn't set any artificial time limits on people's feelings. As a result, he came out with a "win" and so did they.

[Steve Roesler]

Maris

That's a tough situation that you describe. In a task/results-oriented atmosphere, those in leadership too often ignore or take for granted the personal passion and commitment that makes their organization successful.

Your approach is similar to that of someone I am working with right now (also a woman). She, too, has opted to use the scenario to further develop her abilities and probably move elsewhere when the timing is right.

I wish you all the best and appreciate you taking time to share your story.

[Steve Roesler]

Hi, Nancy

Glad this struck a note. If you are able to use the info with the leadership please let me know how it went.