Lessons in Change Management
Lessons in Change Management
Abstract
Given the nature of problems, both at the organizational level as well as on a global scale, thinking alone at a management or leadership level is no longer adequate. The problems are too complex, the interdependencies too intricate, and the consequences of isolation and fragmentation too devastating. This article explores organizations that are capable of learning, which subsequently translates into an organization that is in a better position to changing.
Developing an organization that is capable of learning translates into an organization capable of changing and understanding changing strategy. In today's global economy, anything short of adaptability will likely equate to failure. Garvin (1993) states, "A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying it behavior to reflect new knowledge" (p. 80). One should not get lost in the concept of learning though because the critical element is the adaptability of the organization.
The learning organization is something that is built on communication. Communication must excel both horizontally and vertically. Managers must have the ability to communicate a clear vision and mission from the top down, but also between team members and cross functional teams. Gone are the days that a leader can attempt to solve problems or acquire the necessary knowledge or tools to adapt to the changing environment. Isaacs (1993) states, "Given the nature of global and institutional problems, thinking alone at whatever level of leadership is no longer adequate. The problems are too complex, the interdependencies too intricate, and the consequences of isolation and fragmentation too devastating." (p. 24).
Several vital areas must be covered in an effort to realize what makes an organization a learning organization and what it takes to translate this into a success. When an organization gains a foundational understanding they will be in a better position to make decisions on the future strategy of the organization. With this understanding, an organization must also develop an appreciation for the changing nature of strategy. Strategy is not a straight road that if taken will get you to your destination. In fact, one might say that strategy is more like a busy interstate highway filled with road construction and exits. As the market of a company evolves, change in strategy is necessary or financial strains and overall organizational difficulty will loom on the horizon. Some tips for managing change and strategy include organizational readiness for changing market conditions, advancing technology, moves of competitors, the ever shifting buyer needs and preferences, and the emergence of new market opportunities.
Organization decision- making is far too complex and requires intelligence beyond the individual. Learning organizations will tap into the collective intelligence of teams or groups of people, utilizing the strengths of many individuals to ensure they are addressing problems successfully and finding creative solutions.
Learning organizations must foster collective thinking and learning, but often these efforts have the reverse effects. While learning is the goal, the pitfall is supporting learning processes that maintain the status quo. Learning organizations cannot find success without adaptability. Organizations that fall into the collective thinking pitfalls fall victim to groupthink and the philosophy that "it has always been done that way." Not challenging the status quo means the organization will remain stagnant. One of the keys to breaking this cycle is introducing a vision and a set of ideals so that the learning process has direction.
As a reader considers adapting a learning organization philosophy, consider important characteristics such as systematic problem solving and objectively versus subjectively founded solutions, experimentation of new technology, use past experience to guide you, and use the lessons learned by others versus complete self-reflection. A learning organization translates into an organization that is ever evolving and able to anticipate and respond to changes quickly. While individual learning is important, a learning organization must be able to stretch learning throughout the organization and not just focus on the individual. The ability to achieve learning throughout the organization and thus affecting adaptability will directly influence the organizations ability to meet the changing demands within the market place. To be a learning organization though, it is not enough for leaders to communicate a vision that says they are learning organization and strive for adaptability; the organization must weave this philosophy into the proverbial fabric of the organization. This means the organization must be a vision shared by leadership, accepted by followers, and engrained into the culture and processes of the organization.
Learning organizations are generally more likely to be flexible, take chances and experiment. By doing so, the organization is more apt to develop new knowledge and less likely to become complacent in their current situation. This approach also has an effect on a company's core competencies.
Consider this when considering a learning organization, change management, and strategy, you must meet the customer needs and understand the importance of utilizing the organizations human assets to meet this demand. As firms move to globalization, technology will certainly be in tow and eventually a driving force as the organization strives to move forward and become an industry force. When doing so, change and adaptability are critical. Change and adaptability are much easier to accomplish when the human assets of the organization are open and accept change. Accomplishing acceptance to change may be done through transactional leadership, but encouraging openness requires a transformational leader that "rallies the troops" through a long-term vision. It is not enough to offer rewards in exchange for compliance because they are merely a short-term buy-in by followers. Transformational leadership is the root of true change and from this writer's experience, true transformational leaders develop and share a common vision of success, one that includes followers so that they too may feel as though they are a part of something greater than the individual.
Reference:
Garvin, D. (1993, July). Building a Learning Organization. Harvard Business Review,
71(4), 78-91. Retrieved June 1, 2009, from Business Source Premier
database.
Isaacs, W. (1993, Autumn). Taking Flight: Dialogue, Collective Thinking, and
Organizational Learning. Organizational Dynamics, 22(2), 24-39. Retrieved
June 1, 2009, from Business Source Premier database.
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