“Keith brought a group of senior political and professional leaders together in agreement successfully and sensitively on a very contentious issue, enabling everyone to move to the next stage of a multi-agency transformational work programme. Thoroughly recommended.”
I recently helped organise a conference about “transformational change”. The discussion ranged widely but two questions that came up have stayed with me. The first concerns the degree to which change can be “managed” and the second, whether change should be managed “top down” or “bottom up”. I’d like to reflect a little on those questions, starting with the second.
The view that change should be managed bottom up rather than top down is popular at the moment and seemed to be favoured in remarks made at the conference. People are suspicious of top down approaches. They seem, perhaps, old-fashioned, hierarchical, patronising. Bottom up approaches seem more democratic, more egalitarian, more respectful of the knowledge of the people who “do the work”. They may also be held to be more effective because change that people choose is more likely to “stick” than change that has been imposed.
I’m not so sure. I think we are dealing with a false dichotomy here. I think we have no choice, in fact, but to embrace elements of both top down and bottom up approaches if we want to see significant, lasting and appropriate change. Continue reading
It’s a truism that the goals most worth achieving involve an effort more akin to a marathon than a sprint. I work with several relatively long-lived organisations – one of them, a religious order providing residential care for the elderly, in five regions of the world, is over 150 years’ old. There are very few businesses that have proved so enduring. What do you need to do to be in it for the long haul?
I cannot claim to have run a full marathon, but I did complete a half marathon in Bath in 2013. I’m still quite surprised at myself. Before 2011 I’d never run more than a mile at a go and that was when I was at school (40 plus years’ ago!). How on earth did I do it? Looking back, here are some lessons I learned, all of which, on reflection, resonate with what I have experienced with the Sisters. Continue reading
In a recent blog I argued that one of the reasons people in organisations find change difficult to cope with is the loss of control usually involved. Change in organisations is frequently done to people. In order to minimise resistance to change it is vital to leave as much control as possible in the hands of those affected by it. But, as a friend pointed out to me, that means those in leadership relinquishing their control. And that, for a variety of reasons, is usually unwelcome. But if the change you make is to be effective, it’s necessary and here’s why.
I recently circulated John Beckford’s blog challenging some of the ways in which organisations delay or avoid necessary changes. I got positive feedback from several people but also this comment: “I think much more management consultancy needs to attend to delivery and some of the deeper resistances that lie within any one of us. The how-to seems critical”. As I said to my correspondent at the time, that gives me a clear steer on the subject for my next blog. Here is a link to John’s blog – I see my response to my reader’s comments very much as a companion piece: https://intelligentorganisation.com/uncategorised/toddler-steps-change-management/
So, for this blog we will assume that the organisational leadership has recognised the need to make a significant change but feels concern about the extent to which such a project will be supported or meet resistance from individuals and groups in the organisation, including, perhaps, those in leadership at the next level down in the hierarchy. How should those leading change proceed? Continue reading
The question of identity lies at the heart of recent political convulsions. It is a critical and often misunderstood or neglected factor in the success and health of societies and organisations and it is vital that it is respected, nurtured and given appropriate expression.
The last few months has seen us all surprised (Shocked? Flabbergasted? Appalled?) by the results of the two big polls, on either side of the Atlantic. The British people voted for Brexit and the American people for Donald Trump. In both cases the result defied most expectations and overturned conventional thinking – such as that which holds that there are some things a candidate cannot say or do and still be a credible challenger for public office.
I consider these to be deeply worrying events demonstrating neither sense nor reason. But that is not what this blog is about. Here I want to talk about what I think is an important part of the picture and suggest some applications of what emerges for organisations. Continue reading
The collapse of BHS has been met with dismay. Pensions are at risk, many are out of work, the former chairman stands accused of taking vast sums out of the business and a British institution has disappeared from the High Street. It is a sorry story and very distressing for those involved, but it also raises a question: whose organisation is it? Continue reading
Models of organisation 4
Many years ago I had a Sunday out with friends. It was hot, sunny, idyllic. We wandered as the mood took us. In the Oxfordshire country we came upon a medieval church in the centre of a village. We went to evensong. We may even have sung ‘The day thou gavest Lord is ended’. We went to the village pub afterwards. We felt not only uplifted spiritually but immersed in an almost mystic vision of England. I loved it and I still do. It is rather wonderful that it can still feel like this, and there is something in it that is important to hold on to. But there is also a nostalgia for a world that is disappearing fast.
It is a truism that people tend not to welcome change and that is as true of our corporate selves as of our personal lives. Over time organisations develop processes and habits that seem to work and which become part of the organisation’s sense of itself. These are not readily questioned or given up. If the organisation becomes less successful people in it may even start to believe that its declining fortunes are a failure not of the organisation but of those who are no longer supporting it. They have ceased to ‘get it’. The answer is to work harder, to ‘keep calm and carry on’ or to develop a new marketing strategy. These responses don’t usually work. If it is suggested that the customer may have a point and that more radical change is required, the organisation will often defend the way it does things as a matter of principle. Continue reading
Models of organisation 3
We all see organisations through different lenses. One commentator says that organisations are all about the people (‘our greatest asset’) a second will attribute success to efficient processes (‘a well-oiled machine’) others seek gifted and heroic leaders (overpaid but ‘worth it’).
Meanwhile, sustained organisational success remains elusive: experience suggests that very few of today’s FTSE 100 companies will be in existence, never mind successful, in 30 years’ time.
In recent blogs I’ve been looking at how the models in our heads determine the way we manage our organisations and how we address their problems. I’m not arguing that any particular model is ‘right’ or ‘wrong’. But (to paraphrase Stafford Beer) some may be more useful than others and being aware of the model we use and opening ourselves up to other possibilities might give us an advantage in the tough world of organisational survival. In this blog I will explore a model (of organisations as systems) that offers richer possibilities for problem-solving and has the additional advantage of allowing the organisation to shift the focus from problem solving to the realisation of potential. Continue reading
Models of organisation 2
In my previous blog I suggested that we are guided more than we may realise by the mental model we have about how our organisation works. We deal with reality by conceptualising it, by creating a framework for interpreting and managing it: we do this in our organisations as we do with life in general. I invited you to consider what your model might be and whether it is hindering or helping you.
The problem that immediately arises is that our models are usually held largely unconsciously and reveal themselves as the assumptions we implicitly make about how things should be done. These assumptions may become more apparent (and thus, open to challenge) if we see how they manifest themselves in practice. So I thought I would offer some sample solutions to the two common organisational problems I mentioned in the last blog but did not discuss further. Perhaps some will ring bells with you. Continue reading