As technology leaders, we often have the task of transforming the organization in one way or another. Here are three techniques for dealing with the deep-rooted interests that may stand in your way.
Image: fizkes, Getty Images / iStockphoto
After helping organizations transform most of my career, I have come across a somewhat funny truth: everyone is interested in transformation until it becomes painful for them. This is probably the reason why we have books, teams and entire companies dedicated to ‘change management’, and also the likely perpetrator of half-truths such as ‘people are naturally afraid of change’.
SEE: How to develop the capabilities of your IT team (free PDF) (TechRepublic)
Transformation naturally disrupts the status quo, and most organizations have leaders and employees who are explicitly tasked with maintaining the status quo, so transformation is something that they must actively avoid. As technology leaders, we often have the task of initiating organizational transformations that can be as simple as switching people to using a new technology, to considerably more complex objectives such as wholesale digital transformations of an organization. In both cases, and across the spectrum, the most important indicator of success is perhaps your ability to handle deep-rooted interests. Here are three techniques that will help.
1. Appeal to rational self-interest
Most people do not resist change because they are suicidal, nefarious or organizational gossip, but rather because they do not see that change promotes their self-interest. Instead of trying to suppress them, a difficult task, even for top managers, try to figure out how the change you sell can appeal to their individual interests. Perhaps your transforming effort allows them to gain political advantage or show leadership among their peers, or perhaps your transformation by taking them early can determine their future direction rather than being carried away later. While it may seem thoughtful to talk about organizational statistics or the external market will have more influence than seemingly small areas such as organizational clout, for most leaders, the more individualized and closer to home you can rely, the more likely your chances of individual buying -in.
2. Change the game rules
As mentioned, most resistance to transformative change occurs because individuals are actively charged with maintaining the status quo. This comes in the form of how individuals and teams are evaluated and compensated. Most people will try to perform the way they think they will maximize their job satisfaction and pay, principles that are clear to everyone who has spent time with HR. No matter how much someone believes in transformation, if it is not in their financial interests or if it has a negative impact on their career, they will resolutely ignore or resist what you offer.
If an appeal to their rational self-interest fails, an effective but slightly more difficult option is to change the rules of the game. A change in the way a team is evaluated or compensated is an excellent way to influence behavior and a tool that is regularly used to encourage the acceptance of change. However, this technique can have unintended consequences and probably requires broad organizational support and implementation assistance from HR. However, if you need to change a significant number of hearts and minds quickly, changing the rules is a very effective way to do this.
3. Go around the deep-rooted interests
The most conceptually simple but organisationally difficult technique is to bypass the deep-rooted interests. This can be achieved in a number of ways, ranging from starting your transformation campaign in secret and waiting to reveal it as soon as it has sufficient organizational support to ignore all deep-seated interests, to getting an executive ally who can resist any resistance in the organization “inflates” to his or her superior rank. Almost all of these techniques require strong organizational support, especially in an organization that is proud of consensus-driven decision making.
Because this technique can be the most dramatic and requires the strongest support from the top of the organization, it can best be reserved for truly transformational efforts when the deep-rooted interests are at the top of the organization. Although there is less political risk with regard to deep-rooted interests lower in the organization, you risk the impression that a change is being forced on the organization, and therefore something that is suspicious. In most cases, consider this technique as a last resort, or reserved for efforts that are so transforming that they require completely different rules of the road, otherwise they will be crushed in their infancy.
Although this seems unusual or even Machiavellian, most organizations apply this technique in a certain capacity. Witness the creation of “innovation teams” that may even have completely separate facilities, far from the head office, in an effort to avoid the deep-rooted interests of the organization.
Transformation can be difficult, but remember that it is not due to human flaws, except that most organizational roles exist primarily to preserve their deep-rooted interests. Disrupt those interests and your efforts become exponentially easier.
Executive Briefing Newsletter
Discover the secrets of the success of IT leadership with these tips on project management, budgets and dealing with daily challenges.
Delivered on Tuesday and Thursday
Register today
