Only when
our pain gets excruciating are we willing to humble ourselves and consider new
actions that might allow us to successfully progress in our new situation. ~Robert E. Quinn
Dreaded incompatibility!
I recently experienced technology incompatibility and discovered a
number of parallels with organizational incompatibility. I had a fairly long stretch, four
years—especially in technology years—of having no compatibility issues. Then it happened. I have several old laptops that I use for
travel and making presentations. So I
don't make it a priority to upgrade the software on those computers. Well, the operating system on those computers
is Windows XP, and as of the end of October, Microsoft no longer supports XP
which means those computers are now more susceptible to viruses, etc. and any
new software likely won't be compatible, which I'm already beginning to
experience.
I could try to fight these circumstances and call Microsoft
and demand that they support XP, indefinitely.
I'm fairly confident that approach would have no success
whatsoever. For me to get beyond this
season of incompatibility, I need to
change. I need to upgrade my laptops to Windows 7. However, I can't be overly aggressive and jump
to Windows 8 because I've already heard from a client that their LCD projectors
aren't compatible with Windows 8. I need
to find that compatible sweet spot
and then hope I can make it last for another four years.
We've all heard the statement about the 21st
century, "the one constant is change." And organizations are at the heart of this phenomenon. That means organizations too, find those
moments when they reach the point of incompatibility. It could be the transition away from a
founder, trying to grow too fast, responding too slowly to market trends,
mission creep, lack of focus, a generational shift in the workforce, etc.
It's clear the organization has reached incompatibility
because it's simply no longer working.
The incompatibility may be visible in low morale, a lack of trust, financial
challenges, apathy, or scapegoating.
Like my technology incompatibility issue, at one time Windows
XP was the most current operating system and all worked wonderfully well. But what once enabled my technology to thrive
has become the bottleneck of not only progress but basic functionality. The only way beyond it is for me to change.
I see organizational leaders reach this point of
incompatibility and try, sometimes desperately, to change everyone or everything
else.
Robert Quinn in Deep
Change: Discovering the Leader Within
provides a different perspective. Quinn
says, "The real problem is frequently located where we would least expect to
find it, inside ourselves. It means
someone must be enormously secure and courageous. Culture change starts with personal
change. We become change agents by first
altering our own maps. Ultimately, the
process returns us to the 'power of one' and the requirement of aligning and
empowering oneself before successfully changing the organization."
Technology incompatibility or organizational incompatibility, they both require us to change.
After reading the article, I agree with Quinn. One of the biggest barriers to organizational change is within us. I believe in the adage..."The speed of the leader is the speed of the team". Here are five aspects that I've communicated in the past and have personally adapted:
ReplyDelete1) Acknowledging that there is a problem. A company, a family, or an individual can't make the required corrections until there is full acknowledgement that a problem exist,
2) Embracing the possibility for change. Once I open myself up to change, I get a flood of ideas and thoughts that before seemed unnecessary and worthless.
3) Seeking input from others. It written that there is wisdom in the counsel of many. What helps in the transformation process is having a community of people who will be open and honest with me. Outsiders like consultants, advisors, and mentors can be a great resource.
4) Creating a roadmap. Once there is clarity associated with the need for a change, a transformation, it's essential to establish a vision (what the new change will look like and what new things will be realized), some objectives, a plan of action with completion dates, and a list of required resources.
5) Consider the potential obstacles. Like the title of the old Daniel Day Lewis movie, "There will be blood". Every change will exact its own "pound of flesh". It's essential to be aware of the possible hurdles that can arise and prepare for them.
In the end, like the old song says..."It's going to be worth it".
Have a Great day.
John Wendell Adams