Organization Change: How The Inaccurate Attitude Can Kill Organization Change
Like any group of professionals, change facilitators can develop attitudes that are damaging to their goals and professional success. The goal is helping a customer to realized organization change. Their achievement depends on making that happen. So what perspectives hamper achieving both the goal and professional success?
One perspective is the process would work if the customer could just get out of the way. If the point is to gain organization change, wouldn’t it be best to let the expert on change use their information to accomplish the goal? This attitude ignores an elemental principle, which is the change professional is there to the serve the wants of client. More to the point, it’s a need which can be accomplished without the change advisor. The specialist is there to make the change run smoother and with a bigger chance of success, nothing more.
Another wrong attitude can be that members of the organization are engaging in willful obstruction of the process. What the change professional may not realize is that there can be political or physical reasons for what seem to be obstructionist actions. On the political end, the person who is obstructing could be waiting for a new, more change friendly, executive to take a position. On the physical end, the organization could be finishing a can’t wait production run the organization change would interrupt. There are simply too many factors at work for the presumption to be made that obstruction is occurring without a good reason.
Perhaps the worst presumption that can be made is that the organization are not smart. the organization are not smart. The members of upper management in a big organization have their roles because they are smart. Just as the change professional is the guru on change, a chief in an organization is the expert in their own field. They know the boundaries and potential of their business in a way few outsiders can. The change facilitator should be aware that lacking experience in change is not an illustration of a lack of intelligence.
Any of these attitudes can weaken the organization change process. The change professional must guard against hasty judgment and poor expectations. While the explanations for a client’s behavior may not always be clear, it isn’t not an indication that those reasons don’t exist or come from a shortage of intelligence.
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