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May 2003
Change-Blocking Assumptions:
The
Bain of Many Change Initiatives
Change Management is hardly a new game
anymore. Almost all executives have at least heard of it and
kinda’ know that that it should be a part of big company
changes. We are even seeing executives ask for a change
management plan.
Unfortunately, many of the plans have a
very poor chance of guiding a successful change effort … because
they are lacking in some key respects. Many of the shortfalls in
these low-probability plans come not from wrong intentions but
from hidden assumptions that managers make. Turns out that a lot
of these hidden assumptions become real change blockers.
So here is the logic:
- Change Blocking Assumption…inappropriate
assumption frequently held by mangers that create
change-disabling behaviors (an assumption is something we hold
to be true without proof or demonstration)
- Disabling Behavior … actions taken as a
result of change blocking assumption that prevent successful
change
- Typical Consequences … organizational
results caused by a disabling behavior
- Enabling Behavior … actions that must be
taken to enable effective and efficient change
How does a change blocker work? Let’s take
the subject of “communicating the change to the organization” …
almost everybody gets that requirement.
- Assumption - The manager might know that
change communication is required, but he/she assumes that
“employees will understand the change as soon as they hear it.
All we gotta do is tell them.” (How is that for an
“out-of-touch view of the world?)
- Disabling Behavior -With that assumption
in mind, the exec sponsors single-instance communication of
the change (i.e., the infamous memo from on high or the CEO
town meeting … we just need one shot cause they will get it
first time).
- Consequences - Single instance
communication is guaranteed to produce confusion,
misinformation and rumors, apprehension about change (in fact,
a relatively large number of employees won’t even be aware of
the change because they didn’t hear or process it at all).
- Enabling Behavior - The enabling
behavior for communicating change effectively must be
“multi-time, multi-media” … translated that means you gotta
communicate change until your tongue hangs out!
Are there change blocking assumptions alive
and well in your organization? Better take a look before you
plan that next change. And if the current change is not going
too well, it might be time to smoke out some assumptions in real
time to get the train back on the road!
By: Dutch Holland
 Dutch Holland,
CEO of HDI, has worked as a management consultant for 30 years,
helping organizations and leaders manage and implement change
successfully. And if you enjoyed this short article, you'll
love his book, Red Zone Management: Changing the Rules
for Pivotal Times (Dearborn Trade, Chicago, Fall 2001).
Check your local bookstores or read a review at amazon.com
or barnesandnoble.com!
Contact Dutch at dholland@hdinc.com.
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