When Change Management Efforts Get Derailed

June 28, 2011

Countless change management efforts fail but when things start to derail, there are opportunities to self-correct and get back on track again. And a true learning organization with a strong leader will seize these opportunities.

Organizational change is difficult to manage because it is especially complex and often involves more than one type of change at the same time, such as reengineering, restructuring and culture change.

The factors necessary to manage such complex change under the best of circumstances require: vision, skills, incentives, resources and an action plan. If any one of these is incomplete or missing, change can fail.

In fact, nearly 75% of all organizational change efforts fail to meet the expectations of stakeholders. And these change initiatives most often fail when they are driven by ineffective, missing or conflicting leadership.

So what is there to do? In earlier posts, I wrote about moving beyond organizational stagnation and overcoming resistance to change. But what can we do when our best efforts go sideways, and how can we get back on track again?

In “Changemaking: Tactics and Resources for Managing Organizational Change,” Richard Bevan provides a practical approach for managing change in organizations. He contends that strategic clarity, two-way communication, employee engagement and hands-on leadership are the primary levers through which change can be effectively managed.

Bevan provides a straight-forward framework for what he calls the seven core factors for the effective management of change. These can also be especially helpful when montioring the status of a derailed change effort in order to identify the necessary action to get back on track.

His core factors are:

  1. Clarity
  2. Engagement
  3. Resources
  4. Alignment
  5. Leadership
  6. Communication
  7. Tracking

Here’s an example of his core questions for clarity: Are the purpose, direction and approach defined and documented clearly? Are these understood and accepted by key stakeholder groups?

Bevan follows this up with specific tactics to deal with these questions. For the core factor Clarity these tactics are:

  • Develop a summary document to drive clarity, and to serve as a reference source on the purpose and process of change.
  • Distribute the summary. Use it as a plaform on which to build all communication (internal and external) related to the change.
  • Create a brief elevator pitch for managers—what’s changing and how the transition will be accomplished.
  • Create other tools to assist in the process; for example, a brief PowerPoint presentation for executives and others to use while discussing the changes with their teams.
  • Provide managers with talking points and suggested responses to key questions.
  • Maintain and manage the summary. Seek input and comment; keep it current and accurate, and complete.
  • Provide online access to the current version, and enable input, questions and discussion.

In my work as a change management consultant, using a framework such as this along with the templates, worksheets, checklists and guidelines found in the book can be very helpful in ensuring a successful outcome.

It’s clear that every leader needs to continue learning in order to remain adaptable and agile. And nothing provides more learning opportunities than change initiatives—whether they succeed or fail.

A.G. Lafley, longtime CEO of Procter & Gamble, says nothing contributed more to his growth as a leader than his failures. “It’s Darwin’s theory,” says Lafley. “When you stop learning, you stop development and you stop growing. That’s the end of a leader.”

Learning and growth should be the goal of any organization, and getting derailed change efforts back on track offers an excellent opportunity for this.

Moving Beyond Organizational Stagnation

February 14, 2011

Change is the only constant in life, as the saying goes. And this paradox carries with it a monumental truth most of us are unwilling to embrace.

There’s good reason for this: Studies in personality development show that individuals are most open to new ideas and change in their 20s, but this continues to decline as we age. And the pattern apparently holds true across cultures.

Organizations also appear to go through a similar growth phase in that when they are just getting started and growing, they too are open to new ideas, new opportunities, new markets, etc. As they get older, however, they are slower to embrace new ideas as well as opportunities for change.

Many of these organizations become resistant to changing the status quo and then become stagnant. Moving from this stagnation requires helping people inside the organization feel the urgency to change by revealing a truth.

This is because people change what they do less because they are given analysis to shift their thinking than because they are shown a truth to influence their feelings, according to change management guru John Kotter as I referred to in an earlier post.

But just how do you go about revealing a truth that influences feelings?

To do so requires looking beyond quantitative data in spreadsheet analyses, visually engaging PowerPoint presentations, and newly minted vision statements with no connection to an organization’s values.

Recognizing stagnation often results when organizations complete a full analysis of quantitative data to reveal loss of market share, increased competition, lowered productivity and/or profitability, etc. Very few organizations, however, analyze the emotional side of stagnation and this is just as important in order to implement a successful change initiative.

Successful change requires focusing on employees’ emotions and behavior as much as it does on operational issues, according to Jeanie Daniel Duck, author of “The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation & Change.”

To thoroughly understand the root cause of stagnation means conducting a complete analysis of internal and external qualitative data, says Duck. This qualitative data includes the emotions underlying the numbers because these feelings reveal what the culture both inside and outside the organization contribute to the stagnation.

Only when organizations recognize and diagnose the extent of the emotions rooted in the stagnation can they then focus on solutions to bring about lasting change.

Gathering this emotional data requires truly listening to people. Without getting defensive or trying to set the record straight, it’s important to fully understand the unique perspectives of employees, customers, suppliers and shareholders. This is especially hard for leaders who often know or think they know the organization for what it is.

But what leaders know or think they know doesn’t matter. Regardless of the leader’s perspective, it is the perception both internally among employees and externally among customers, suppliers and shareholders that matter here.

This is because one cannot correct misperceptions by simply denying or making a case against another’s perspective. To succeed, one must first understand this other perception of reality and measure how pervasive it is. Once that is determined, then you can figure out how to rectify it.

Stagnation is only the first of five dynamic phases in the Change Curve that Duck outlines in her book. This phase is vitally important because no change can begin without a thorough recognition and diagnosis of the stagnation in order to move forward.

The monumental truth regarding the constancy of change will be fully embraced only when we fully accept it in our hearts as well as our heads.