Tag Archives: Sunday Times

What was that about turkeys and Christmas?

In yesterday’s Sunday Times [9th October 2011], Rod Liddle wrote a short piece about the difficulties faced by BBC Director-General, Mark Thompson, in his attempts to reduce costs by slimming down the middle management of the organisation. Liddle, suggested that Thompson was facing a losing battle as those charged with making the change were those most likely to be negatively affected.

What’s new?

As Liddle commented, some of  Thompson’s predecessors have tried and failed.

This highlights an issue faced by most change agents in this type of situation.

Change Effort and Reward Balance

When I’m guiding change, I use this matrix to help me assess the likely attitudes and motivations of those involved in the change, it helps me to assess the likely sources of resistance and points me to possible avenues to ease these concerns. Having significant numbers of people who can expect low or negative rewards from the process but who are charged with making significant contributions to the process should set the alarm bells ringing.

Issues which might need to be addressed are whether:

  • The scope of the change can [and should]  be adjusted to remove the worst of the negative impacts or to add additional benefits for the this group.
  • The make-up of the group can be modified to take account of motivations.
  • It is possible and / or feasible to bring in temporary support.

and how to improve the messages to actively engage other groups.

Despite the clear motivation issues, resistance from these groups can be quite difficult to identify as it is usually passive. The participators are likely to agree with the objectives and proposed actions, they are likely to be supportive in meetings and agree to handle a reasonable proportion of the necessary tasks – they just never [or rarely]  get round to doing anything. This passive resistance can also be difficult to deal with as the reasons for any delay will seem plausible.

This group has the “advantage” of having significant workloads outside the change initiative and being aware of the key priorities in the current scheme of things to find pressing tasks to fill their time. The question for the change managers  is to decide whether to work round this group or to confront the issue, with the potential for further disruption. A solution must be found if the change process is not to stagnate.

Change agents must also be aware that they are unlikely to get more than grudging support from even those groups with something to gain [see matrix above].

This is succinctly explained by

“there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.”

Niccolo Machiavelli 1469 – 1527

This emphasises the need to communicate effectively with all groups and making the benefits of the proposals clear to all concerned.

If you are contemplating changing anything in your business look here first.