How do you and your organization handle change? What are your typical emotional reactions and your typical rational reactions to change? What wisdom and/or advice can you share to make change easier to adapt to - to make the transition smoother?
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"Gradual, but perpetual, upgrade" - Daniel Goleman
That about sums up organizational change. But how can we ignite excitement (and speed) in the changes instituted from the top down? Can we scientifically streamline the adoption of change, using the same "successful" modern management strategies developed at the end of the 19th century? No.
"Scientific management" focuses on process, cost, and output. The tradeoffs? The organization's nimbleness, creativity, and, today, a dissatisfied workforce. While this was an acceptable employment model in the U.S. during the 20th century, times are changing. Many Z-illennials are actively pursuing career opportunities that align with their values. They feel a need make their impact on the causes that are important to them.
Fredrick Winslow Taylor's Scientific Management doesn't account for the external variables that require an organization to adapt. It's a finite system rather than infinite. A workforce trained, and rewarded within this bureaucratic structure, often isn't equipped to "think outside of the box" to address threats. And new members joining the workforce have no interest in being treated like a cog in the machine. We're in a period where management is changing. It's a "gradual, but perpetual, upgrade."
"One element you don't concentrate on is how to deal with people. After all, what are you doing all this for? You are doing it for people." (Mahindra) This statement encapsulates where I see management going. Employees' will finally be recognized as the reason for the business and the force behind it. While some may perceive this as altruism, it's undeniable that this management is a competitive advantage. Whether its exceptional benefits, office perks, flexible schedules, remote work, or the ability to contribute unique skills to a vision that will change the world, companies have begun integrating a human component into scientific management.
Self-reflection and advice:
How I handle change depends on how change is introduced to me. If I feel a part of the decision-making process, I buy in at 100%. I'm eager to preach the new future to my colleagues and actively advocate the change. When change is implemented without my input, I immediately evaluate its effects on myself and my stakeholders. If I agree with the change, I comply and give it little thought. If a change is implemented without my input and affects either myself or my stakeholders, my response is situational. I'm more vocal (fight) when I recognize my stakeholder's interests are compromised. When my interests are compromised, I feel slighted but ultimately comply. I haven't experienced a change that has gone against my values to illicit the flight response.
I do not believe my shared reactions are unique. I estimate they're basic. This knowledge leads to future opportunities for forward-thinking change management. Companies should integrate their stakeholders (employees and customers) into more dialogues where change is discussed. If they don't, these folks will seek out those companies who do.
As for my peers who aren't sitting in the C-Suite, be proactive. There's adequate blame to give to your company, but what are you doing to better get through the inevitable- change. Decision-makers most likely understand something that you don't, be inquisitive. Seek opportunities to help implement change within your organization. Become a part of the process and advocate that other stakeholders should be considered collaborators within change management.
Gary Hamel and Bill Breen's Book, "The Future of Management" - Chapter 1 (2007)
Daniel Goleman's "The Future of Ecological Leadership," featured in Harvard Business Review (2009)
Knowledge @ Wharton's "Dream the Impossible': Life Lessons from Keshub Mahindra" (2019)
Posted 4/13/2021
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