Policy or Bravery? The True Nature of Organizational Change


You have a grand vision for changing your organization, evolving for a new business world that is changing whether you go along for the ride or not. Inspired by possibilities, you rally a team to set change in motion.

Then you hit a brick wall. People don’t get it, or they think they do and they oversimplify the problem to kill your idea.

“We just need new policies.”
“We just need better training.”
“We need to be careful and not rush into anything too quickly.”

 So you switch to persuading, making your case, sharing metrics and quotes and it goes on and on and you still end up with the same reactions.

Does it sound familiar? Don’t negotiate with this kind of obstructionism. Don’t be hostile either. Don’t become cynical. Don’t subvert people. Don’t do anything you might be tempted to when you’re frustrated and your ego is hurt.

Take a step back and realize that immediate resistance to change is not generally rational. It’s not actually policy your detractors want, it is vision. Don’t give them what they’re asking for, keep giving them what got you motivated in the first place.

They need someone with a vision – and it doesn’t need to be boisterous or forceful to be compelling. Just tell a powerful story and stand up for it. Don’t be defensive, just paint more pictures. Keep telling the story. Be a broken record.   

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Too Rushed To Know Where We’re Going


Job descriptions often call for individuals possessing a “strong bias for action”. Businesses almost always need more execution-focused employees.

So it is natural that we shape the way we talk and interact with co-workers according to this ideal.  One way we portray ourselves as driven by an urgency to act is to speak in simple and punchy generalizations that help summarize massive amounts of information and make it look as though the path forward, what should be done in response to the information, was almost obvious.

Sometimes the path forward is clear, but not always. At least once a year, if not once a quarter, we need to practice the discipline of self-doubt, questioning, putting it all on the table. Deconstruction is one of the most constructive things I do personally and professionally. 

Our company culture asks us to move quickly, especially during difficult times, but we also tend to make hasty generalizations and decisions simply because we’re sitting in a meeting full of puzzled looks and someone has to step forward and cast a vision for the road ahead.

And that vision usually starts with some pretty big assertions about the company, competition and the market context:

“We’re the kind of company that…and not the kind that…”
“X is what we do best, we have to stick to X…”
“Our competition is doing A, but we have to do B better and more efficiently”

But because they are so far-reaching and simple, generalizations can cover much more important and complex internal and external environmental factors that should be factored into our strategy.

It’s important we’ve thought deeply about those generalizations ahead of time and in great detail. Yes, we have to speak concisely and make blanket statements. But had better do our homework beforehand.

That’s where deconstruction comes into play.  Not everyone has the patience for it, but good leaders must thrive off of it.  The only way to refresh your strategy is to have the ability to pull it apart and see it for what it is. Without maintenance, the machine becomes obsolete, fragmented, confused and falls apart.

Action determines whether we move forward, but strategy determines where we’ll end up. So which is more urgent?