Will Your Change Management be Sabotaged? (Part 2-Prevention)
Posted by Todd VanNest on Tue, Jan 11, 2011
Last week’s post here outlined my thinking in response to a “taboo” on-line discussion of a very real phenomenon—“Change Sabotage.” The guidance for responding to sabotage behaviors in that post was limited to diagnosis and tactical response. In today’s post (Part 2 of 2), I’m sharing how to create an environment which discourages behaviors aimed at creating “Alliances of Doubt.” I have found that this mindset and related approach is highly effective at minimizing the influence of actions that undermine support and eventually slow, stagnate, or even derail large complex change initiatives.
It all begins and ends with placing people "in the circle.”
Inclusion and Transparency are King: In this case, these terms are not simply “espoused values” to which the Change Team will aspire. I do everything I can to create an atmosphere of openness, disclosure, and candor so that the circles of inclusion, trust, and information sharing overlap completely; there are not “in-groups” and “out-groups.”
Is the creation of in- and out-groups is divisive, unproductive, or a basis for sabotage?...I have coached a number of CEOs on how to break down a project and expose such unconstructive behavior. I have seen this result in the firing of "consultants with an agenda" (even partner-level advisors and entrenched vendor/supplier project leaders).
This dynamic is critical regardless of whether change is driven top-down or bottom-up/inside-out. True, the circle may begin small (sponsor, PM, their consultant, project team, steering committee), but I have found that the pace of change and realization of results is DIRECTLY proportional to the speed at which this macro circle grows and any circles you might map come to overlap (e.g., there are no exceptions or separate circles re: trust, info sharing, accountability, etc.). We’re ALL in (though, of course roles and accountabilities will vary).
Meet ‘Em in the Circle: The other meaning of “in the circle” relates to how we as change sponsors, PMs and consultants influence others in the process. As a consultant, my mission is to create inclusive change—that is, to get others in the circle by standing in the circle WITH them…not imposing the arbitrary and new boundaries I define based on my change project onto them. This means that for me to combat the influence of a saboteur, I must credibly say,
“I am standing in THIS circle WITH you…we have the same goals (e.g., customer service, profitability, retention of talented and dedicated staff)—if we share a commitment to growing related outcomes, we also share a responsibility to explore how the new practices may help us grow those outcomes. Is there ANY reason why we cannot move together to do that?...any sign that says between you and I we cannot think this through or trust each other to move together?”
Now, that’s just a start—a framework for the problem and relevant solutions. My own actions taken to work this “in the circle” dynamic mirror all the organization influence tools at our disposal. For example, when put on the spot, a saboteur will give either a lame (unsupported) excuse or real gaps in planning or communication that may drive mistrust. In either case, I take action to raise visibility and accountability—drawing issues out into the light, for adjudication “in the circle.” In that forum, you can work through Root Cause Analysis, put new Accountability mechanisms in place to put all back in the circle, reshape communications to reinforce our commitment to shared outcomes and working together, etc. I typically bring all such tools to bear and tend NOT to rely on some master process or guru’s guidance to create the outcomes I need or address the complexities of saboteur behavior since it is real and dynamic.
What have you found helpful?
For more information on what distinguishes great Change Leaders, click here to preview my new book and qualify for a (no-obligation) pre-publication discount.
http://www.lastwordonchange.com/our-new-book-on-change-management/
