This is a bit of an odd one out in view of all the knowledge management posts I’ve written lately. Yet there is a common background to them: change in organizations.
Apart from knowledge management, there is social business, and probably a couple of other great change initiatives I’m not aware of, but that you’ve witnessed from the enthousiastic launch right down to the moment when the last “new way of thinking” motivator turned their minds to different activities – or launched the escape pod to another company in hopes of finding converts there.
Change for the better? – Image by HikingArtist.com
Big change is bad news in big organizations
Getting an existing company to change the way it does its work may involve changing the organization chart. It’s messy and people tend not to like that. Employees don’t like it because it could be their job on the line. Managers and the people with jobs that start with a C don’t like it because change, real change, could backfire in a big way. That would leave them looking rather silly in terms of return-on-bonus 😉
But they can’t do nothing. So they hire someone to handle the new project. This one person may even grow into a small team. They target groups of people at once, trying to make as many converts as possible.
After a while, budget is moved elsewhere and the expert or team may move along with it to another department. The bar may be lowered because things don’t go as smoothly as hoped.
Small change is… very small change in big organizations
In a big organization, small changes look like background noise. They may still be fundamental changes, but it takes a while for any change to come up to the surface to get some fresh air.
Most people who try to change the organization (or at least parts of it) are experts in their own field: knowledge management, social media in business, or anything else. Unfortunately it looks as though the cash cow is grazing on a different field: that of change management. Knowledge management, social business, and the like, give you something to aim for. Lack of knowledge and skills to help you get there frustrates your whole project.
Good ideas in big organizations need change management
What is change management? If done right, the recipe contains organizational theory, strategy, ideas about how to deal with the human resources side of it all, possibly some other herbs and spices, and psychology (quite a lot of that actually).
Suppose you’re trying to get someone to fly to the moon. Or to abandon their cart in favor of travelling by train. You need to convince your intended converts:
- that the goal is worth working towards.
- that your contraption won’t break up, explode, crash or simply grind to a halt in the middle of nowhere.
- that they can actually operate the vehicle – that they will be trained thoroughly.
- that they will get real help quick whenever they don’t know what to do next (I just got a flash of the Apollo astronauts calling the helpdesk…yikes!).
- that they will benefit from their effort – not chucked out into the cold.
- that there is no true alternative, even though they think they’re sitting on it – that there is no comfort zone.
Make any change look too insignificant, and people will be so slow in moving you’ll barely notice their progress. Make it look too big and scary, and people will freeze up and wait for you to leave and leave them alone.
Disruptive change? No thanks.
Steer clear of the organizational terminators if you really want to change anything.
X is for change
In the course of your working life you may have read articles calling for a CIO, a CKO, or a CMO – and I just remembered a CCO too. Some of them even exist in a couple of companies, though rarely on a par with the “big C”s: the CEO (boss) and CFO (finance).
Based on my own experiences my vote would go to a CXO: a change leader. Just to get the good ideas going on a strategic level. I can’t guarantee it’ll work – but I have the impression it might just make things that little bit easier.
Have you ever initiated what would have been a welcome change (for the better) for your organization, or part of it? Or, have you ever wished a co-worker success with their attempts to change anything wondering how long they’d last?