Radical-reorganisations

Stopping an Adaptable change program a dangerous proposition

Putting an Adaptability program in place in an organisation is a bit like a farmer planting seeds and tending to the fields over the summer in anticipation of a great fall harvest. There’s a starting point and an end point. But a lot of things have to happen in between.

And if halfway through the growing season the farmer suddenly decides they don’t want to grow the crop they planted and pull it all up, all the preparations are wasted with nothing to harvest in the autumn.

Of course no farmer in his right mind would rip up his field halfway through the growing season. But unfortunately when it comes to change programs, organisations are notorious for plowing under programs before they’ve had a chance to bear fruit.

I recall working with an organisation during a change transformation when seven out of eight senior managers were dismissed from the company.

That in itself shouldn’t necessarily spell the end of a change process – but it usually does.

It generally comes down to egos. The men and women brought in to take over instinctively presume that projects championed by their predecessors are part of the reason they they were let go. As such, the first order of business is to take things in the opposite direction.

To be fair, new hires are almost always expected to make changes. Unfortunately, in the haste to make an impact, they often set forth on a campaign of destruction to distance themselves from the previous regime.

It’s the modern equivalent of defacing the statues of the last pharaoh – and just about as thoughtful.

But halting an Adaptable transformation during implementation can be disastrous on two fronts.

Adaptability programs are about growing people and if a new management regime halts a program midway through, the achievements that have occurred simply wither on the vine.

It also breaks the social contract  organisations make with the employees during the change. That unwritten contract stipulates that management will look after staff and invest in their future in exchange for the employees investing their careers with management. And if that contract isn’t kept the employees will leave.

Some of them have almost no choice. Because once change agents in an organisation find themselves back in a command and control environment without a change agenda, they leave.

To learn how Lloyd Parry International can transform your organisation into an adaptive culture using our Adaptive Business Framework please get in touch.

transformational-leadership-practices

How the blame game ruins adaptive cultures in command and control environments

Working with adaptive teams embedded within command and control organizations, I’ve noticed an unfortunate and entirely unnecessary phenomenon.

Adaptive groups rail against their management betters while those very managers eye their adaptive teams with a wary eye.

It’s a brutal cycle that breeds mistrust and anger at all levels and poisons any change effort championed from above. So I often find myself in the position of telling the adaptive teams to stop blaming the managers. Why? Because managers are just as trapped in the command and control culture as they are.

It’s simply a matter of perspective.

It’s not a shock that an adaptive team inside a mass production organization would see the world very differently from a manager that doesn’t understand where they are coming from.

Regardless, what is needed to get over the inherent mistrust is a blame-free approach from all parties.  Adaptive teams shouldn’t blame managers and management should allow the teams to experiment and learn.

When I point this out to adaptive teams, a figurative light bulb goes off as they recognize in themselves a small bit of hypocrisy. They blame management for criticizing them while being almost reflexively anti-management.  

By blaming managers who are stuck in the same system, these teams are simply perpetuating the negative and reinforcing unhelpful attitudes. And the only real way to get beyond it to recognize the bias and work to eliminate it.  

To continue to rely on the middleware / muddleware which connects both cultures is no solution. It just gets in the way of the organization’s mission and disrupts the overall work climate.

Since adaptive teams are generally those driving innovation within an organization, changing the management structure to that of adaptivity is usually the logical solution

To learn how Lloyd Parry International can transform your organisation into an adaptive culture using our Adaptive Business Framework please get in touch.