Implementing Change in the context of the Organzational model…

I haven’t heard a more ludicrous proposition in a while. If change comes naturally to people why don’t we alternate right/left hands when we shake hands. Why don’t we swop feet to hit the gas or the brake pedals from time to time? Why don’t we walk backwards rather than walk forward all the time. Why don’t we get in and out of bed from totally different directions every night. This nonsensical diatribe can go on and on – but all it really does is establish that humans are hard-wired to practice perfection within a specific comfort zone and than resist (with their very life) the need to change to any other comfort zone (even if it is supposed to be better). I am not saying this predilection for a constant is right…but that’s just how we are.

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The Change Juggernaut marches on. Today our workplace is plagued with disappearing  low skilled jobs – thanks to the I/T revolution that is happening with Big Data and Analytics, Cognitive computing, Deep Learning systems, The Cloud and next generation Robotics (consider the dramatic breakthrus made by companies like Boston Dynamics). All facets of business and industry are being impacted, and it is only a matter of time when the last few bastions of human endeavor like education and medicine will also be threatened with job loss (as will white collar Mgt).  So we are right to want to resist these great upheavals, but it is inevitable. There are no simple answers…such as re-tool your skill set, or get a better education…this Change is Disruptive. Try as we may, there is no resisting this terrifying yet promising technology wave poised to inundate us all!

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We need to recognize that the reason Change Management initiatives do not work as well as we would like them to is because we often  attempt implementing a Change design point that is better suited to a stable, ‘Command & Control’ type structure rather than the more dynamic Organic structures of today..
The Organic Organizational model of today best represents the current need.

In their book ” The Management of Innovation,” Burns and Stalker point out that organic structures are appropriate in unstable, turbulent, unpredictable environments and for non-routine tasks and technologies.

Here are some of the conditions that best support an Organic Organizational model: Decentralization, Flexible, Broad job descriptions, Interdependence, Complex/ Multi-directional communication, Employee directed initiative, fewer and more broadly defined rules, Regulations, Procedures, and Processes, Employee  engagement/involvement  in problem solving and decision making.
You can see just how easy it is to falter in our Change endeavors, if we fail to recognize the context of the Organization model we are working within.

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