Managing organizational change: keeping the right people in the loop

When organizations make a decision to reorganize or restructure the way they work, it usually starts with strategic organizational goals: Improving flow of information, adapting to a changing marketplace, change in organizational priorities, and so on. Most of the thinking tends to be around organizational units of like teams or departments, and how they connect and relate to one another.

When it comes to the individuals - Organizations tend to put a lot of attention on the top leadership and management level. However, a lot of the energy related to most other employees is directed toward more bureaucratic and mundane tasks like headcount calculations, or who would report to whom in which team. In many cases, companies neglect to invest enough energy (if at all) in the thing that makes everything tick - THE PEOPLE.

M. C. Escher,  Sky & Water I, woodcut,  1938

Ideally, the organization should make the effort to engage every single one of its members, and involve them before, during, and after the process. At the minimum - get their thoughts and feedback at the end of the process so you know where they stand. However, there are not always sufficient resources or time for this. In this these cases, it is important to prioritize who to talk to, and when. Even when you do have resources to involve everyone, the order of engaging the organization's members might matter. Specifically, there are two tiers that leadership and change-drivers should consider and address:

1) The future leaders 
Leadership has usually already identified those individuals who would assume key roles in the future, at both team and organizational levels. Companies usually spend significant resources to find and nurture its future leaders for the near term as well as for medium and longer terms. Organizations make efforts to ensure sure these people are happy and will remain in the company. In times of organizational changes, the importance of communicating the process and status to the future leaders might sometime be overlooked due to the chaos of change.

Such periods of organizational change could be confusing times for everyone, and key people might not feel secure enough. They might start looking for alternative roles that seem more stable. It is critical to keep lines of communication open and give sufficient attention to those individuals. Especially in times of organizational challenge and instability, companies need to address the tier of future leadership. Make sure they understand what is going on, and why. What the goals of the specific change are. The drivers of change and organizational leaders would be wise to reassure the future leaders. It is good to listen to their thoughts and goals. It is especially important listen and respond to their concerns, before they turn into fears. 

2) The social hubs
Every network of people is characterized by a few central people, not necessarily in terms of their role but in the sense of the way that they are perceived by others. These are the people who are well connected with others within the organization. They are the ones that everyone goes to for advice, or to chat with when there's gossip, because they always know first when things are happening. Office admins could be an example for people who are well networked across the organization, and know what's happening above as well as underneath the surface.

These central people are crucial in situations of change, as they basically control the tone of information that flows informally within the organization. It could be wise to identify those social hubs, and popular/vocal members of the organization, and bring those central people on board. It could even be as simple as communicating the current process and the rationale behind it to them. Making them involved partners could help spread the right message across the organization. Even when the plan is to talk with every employee in person, this process takes time. Starting with those central employees could help spread the positive change throughout the organization until the individual conversations are complete. 

Planning the communication messaging as well as the order in which to communicate organizational changes is an important component of the change management strategy. This grows in importance for larger organizations or more radical changes. It is especially important for change processes that cannot be accomplished swiftly but stretch over a period of time - like the merging of business units or acquisition related integrations. 

Formal channels and hierarchies of communications are not enough - we also have to consider the informal and interpersonal channels of communication that might affect the organization just as much as the formal channels, if not more. Successful implementation of the internal communication strategy can help mitigate risks, reduce fears and resistance, and increase confidence in the organization and its leaders.

Vuja dé (not déjà vu...)

Déjà vu — looking at an unfamiliar situation and feeling like you've seen it before.

Vuja dé — looking at a familiar situation (a field you've worked in for decades, products you've worked on for years) as if you've never seen it before, and, with that fresh line of sight, developing a distinctive point of view on the future. 


Bill Taylor distinguishes between these two expressions in his HBR post and raises an interesting question: "How do you look at your organization and your field as if you are seeing them for the first time?"

For Taylor's full HBR post: CLICK HERE

image via businessinsider

How employees with bad attitude affect your organization

An interesting read at The Wall Street Journal, by Robert Sutton.
Click the link to see the article: 
http://online.wsj.com/article/SB10001424052970203499704576622550325233260.html?mod=wsj_share_tweet

(Doug, thanks for sharing!)

Interesting read about what makes us learn better

Do you hate to be wrong? What is your reaction when you make a mistake?

According to a new paper by Moser at Michigan State University there are two distinct mindsets: a fixed one and a growth one. Having one or the other has an impact on our ability to learn from our mistakes and to improve our performances. 

This interesting article by Jonah Lehrer touches on the difference between feedback that is given on effort versus feedback that is granted for intelligence. Apparently there is a different impact based on the subject of feedback (praise on effort or praise on intelligence as part of an experiment done with children by Carol Dweck, a psychologist at Stanford). 

Should we avoid the unpleasant symptoms of being wrong? 

The article answers this question and others:
Why Do Some People Learn Faster? By Jonah Lehrer, Wired Magazine

Moral, Coffee and Social Interactions

image via Cain's Brain

Jokes aside, as a person who consumes a lot of coffee, I have to admit that for me coffee is not a beverage to have on my own by the computer. It is an opportunity for a social encounter. I try to have my coffee breaks with other people. The coffee talk is a time to catch up on work AND non-work-related issues with my peers and friends.

There is research that shows that social-breaks boost productivity, and that the caffeine increases creativity. I am definitely addicted, not sure whether it is to the caffeine or to the social interactions. Whatever it is, it gives me a boost.

Thoughts on "Ten Principles To Live By..."

There is some important stuff on this list by Tony Schwartz:
Ten Principles To Live By In Fiercely Complex Times (Fast Company)

It made me raise my head up and look at the sticky note that's always hanging on the wall in front of me and says: "Questions everything". It's exhausting to actually do this, I have to admit, but I think it is worth it.

My sticky note ^

 

Regarding principle #6, just earlier today I was talking about the feeling of satisfaction in finding out that you can do with little and be happy. It is truly rewarding just to see that you can - try it out.

 

Last comment is on principle #9: It helps to get feedback from people around you, since there are many things that we are not noticing about ourselves and the way we behave. We have more chance to change/improve if we are made aware of things...

Snobs, meritocracy and why tragedy is useful

This wonderful 15 minute talk touches on issues that have been occupying my mind for some time: what is success? Are the goals that motivate us are truly ours? Can we really avoid prior assumptions? Alain De Botton examines ideas of success and failure (via swissmiss and Brain pickings).

De Botton mentions a scenario in which we strive to a certain measure of success only to find out (in some cases) that it is not "our success" but a success measure defined by someone else (by our mother, significant others, trends etc.) This could lead to frustration.

The way I look at it, as we are social creatures, by definition we are affected by others: we learn, improve, and also generate ideas and thoughts as a result of our interactions with other individuals in our environment. However, many times, without noticing it, people simply repeat what they heard by others without necessarily filtering it, or providing an original line of thought. 

In my opinion, the best way for us to make sure the goals/thoughts/ideas we have are really ours and not a repetition of others is to metaphorically melt the ready-made input that we received by others, break it up, look at it in a critical way, and then reconstruct it to fit us - pick and chose the concepts that fit our "truth" and synthesize it with our perspective and original ideas. It will ensure that what we are striving for, the success that we believe in, is ours and not just a reflection of others. It is difficult but crucial to generate an individual voice, needs, desires and beliefs in order to make sure that we really OWN our thoughts. If after the reconstruction we end up with the same idea as the one we started with - it means we actually believe in it!

The Importance of Being Earnest (about Feedback)

In psychology, BioFeedback was found to be meaningful in terms of improving health and personal performance. I have never tried it but I am fascinated by the concept that we are able to view our behaviors (to be more accurate our physiological responses) and to affect them (manipulate). Another example is the work of several research groups at the MIT Media Lab are developing devices that sense behavior (examples: here, here and here) and provide social and behavioral feedback to the tested individual, and there are companies that are doing incredible work on measurement of behavior in attempt to be able to affect it.

Some day we will be walking with sensors on and around us all the time, and be able to measure and improve ourselves on the fly. This day is getting closer and closer whether we want to or not... (read: Smartphones). Until then, I think that we'd better remember the importance of interpersonal feedback as a tool for improvement of ourselves and our peers.

Feedback is so important! It is a tool that enables us to change and improve our behavior, when done correctly.Why is it so hard to provide and to receive feedback?

Many people treat feedback as criticism - it shouldn't be this way! One way to do this right is to focus the feedback on specific behaviors and patterns, rather than to personality traits which are harder to change. There is a higher chance that the receiver of the feedback will be able to improve or adjust behavior, compared to changing their personality. Another challenge is timing. Feedback should be provided close to the observed behavior, similarly to any reinforcement-based learning activity. Lastly, you need to know HOW TO provide and receive feedback (practice helps!) 

Last week I facilitated a workshop that dealt with feedback. No matter how you decide to approach it, people always feel as if feedback is something that you just know (or don't know) how to do, and can’t be taught. Well, this is not true. Not everyone knows how to do it well from the get-go, and there is a lot we can do to improve. Unfortunately, it is very difficult to practice feedback in a sterile environment, since, as in any simulation, it is “not the real thing” and does not represent actual real-life challenges.

In general, feedback serves two purposes:

1. Reinforcement of desirable behaviors
   (which as a byproduct builds self-confidence)
2. Improvement of behaviors which are not desirable.

Would you rather be told that you are doing something wrong in your work, with all the discomfort that might involve, or would you rather wait around for a promotion that will never come? Would you rather hear from a potential employer or recommender what you are doing wrong, so that you can improve, or to get a polite and bland response that wouldn't make you feel so bad but would leave you in the same place you were beforehand?

I would rather get earnest feedback, targeted at what I can do to improve, with all the difficulty that might come with that. What would you prefer?

Seek feedback, and deliver it whenever possible!

Longing…

There are many people like me who have a tendency to be nostalgic and miss the way things used to be. A lot has been written about the way that we glorify the past, neglecting to remember the challenges and difficulties we experienced at the time. Usually, it is easier to think of how things used to be better. Everything changes all the time: Heraclitus, on his doctrine on the “Universe” said: “You could not step twice into the same river...” Both you and the river had changed.

I would like to steer this thought towards the organizational arena:  The river of the business environment is changing all the time. Technology developments enable us to do things we could only dream of doing in the past. People and their skills are changing: Employees today have a wider breath of experience, they are much more multidisciplinary and able to pull in ideas and implement knowledge from different fields. The social composite of people within the organization also changes as the organization grows, but also when it is in a seemingly stable-state. Companies are hiring new people and letting other people go. Even though we all know of these changes, we are still longing for how things were.

 It is very typical for veteran employees of start-up companies to miss the early days: The enthusiasm of the first years when the team was small and everyone knew each other, when it was so simple to go out together spontaneously, when everyone were 150% devoted and it seems like the sky were the limit. We miss these things because they made us feel good. The thing is, that there is a lot that you can do in order to preserve the enthusiasm in your organization. Yes, it is not the same river, and yes, you are not the same person (or team) but still you are able to influence the atmosphere of your organization (!) by creating new opportunities to reach some enthusiasm and good feeling that you remember from the past.

What can you do? 
It is important to involve the employees who were at the organization from the beginning in the evolution of the corporate culture. They can  help pass on the heritage of the company as it used to be. Those employees are carrying institutional knowledge as well as norms and values of how the organization used to be.  (it is important to pass on positive things and not bad habits).Some examples:

• The on-boarding process for new employees is an important stage where cultural and behavioral knowledge can be transferred. Employees who are part of the organization from the start could assist with training of new employees and combined with informal means of mentoring.

• Keep doing the things that reflected the norms and the values of the organization, but adjust the scale. It might not be possible for everyone in the organization to go out for drinks after work- but it might be possible in the team level for example.

• Involve the veterans and the newer people in creating of new  or updated norms that combines the “traditional” norms and values together with fresh norms and values that might be more appropriate to the changing organization. Done right, this could help create a shared culture and feelings of ownership and belonging for both the veteran and newer employees.

Let me know what you think!