Change, Part 1
In adopting change, often the primary goal is increased revenue or significant cost savings, a first order effect. Revenue generated or savings realized create resources that can be used in other areas, a second order effect that also influences the decision to introduce change. Third order effects, however, are often missed and represent opportunities to develop new structures or systems for organizing work.
An organization may be seen as a living system, much like a coral reef in which various elements struggle for supremacy…and even for survival. In organizations we are all in competition for increasingly scarce resources and this often shapes the decisions that are made. This reality, of course, is related to the struggle for power.
Power has been defined as the ability to influence others. The outcome of that influence is the ability to achieve our initiatives over those of others who possess less power and results in our success at the expense of another. A tough concept? To be sure, but an organizational and system reality, one well known to effective administrators.
Nonetheless, the activities of management in an attempt to solidify a power base, frequently serves only to alienate staff at all levels, disenfranchise those who have the least formal power within the organization, and reduce morale among all.
We could all probably come up with many examples of change that have NOT been planned, at least not sufficiently. The reality is that change must be approached carefully, with thought and planning, with investigation of the impact on stakeholders, and with the involvement of those who will be most affected by the change.
While a success in one area may mean the demise of another, this can be anticipated in order to minimize chaos. Change is always difficult, but chaos need not always be the result. While changes may be needed, too often the approach used is heavy-handed and brutal.