Change

Articles, Anecdotes and Observations asking What More Can There Be?

Introduction
Alright, so apart from death and taxes, the only other certainty in life and work is change; and as hard as we might try (and some people really try hard) it cannot be avoided. So what is it about change that unnerves and discomforts the majority of people so much? True, that uncertainty often makes life more stressful and worrying and this in turn affects our behaviour, attitude and mindset negatively; forcing people to revert to defensive learned behaviours. More often than not, human nature compels us to devote great energy and effort to protect the status quo (and our own perceived security) at all costs. But is change always as bad or as threatening as our reactions to it might suggest? What if our energies were focused upon seeking the opportunities presented by the inexorable process of change rather than railing against it? Make no mistake, nobody is saying that its always easy or enjoyable, particularly in the current climate of escalating costs, reduced wages, job losses, organisational upheaval and worse. But for a moment, lets look at this issue from a different perspective. In this collection of apocryphal blog* articles you will discover: That Einstein was wrong; Not everyone agrees on where you are starting from; The allure of trees; Slide rules are no longer used in exams; 3% of the population are naturally dissatisfied; Every organisation has Superheroes; The Sir Alex Method; The benefits from not jumping into canals and... A Status Quo lyric!

Along with a number of other nuggets of inspiration to help you achieve more.

*What More Can There Be? is our Blogging Site and over the past couple of years we have posted over 90 articles on a variety of subjects which we have come across within our training and organisational development work. If youd like to read more, please feel free at: www.whatmorecantherebe.blogspot.com

Dont let one approach or solution blind you to better options. The 3M Story, 2002

Why Change?
If I hear yet another speaker quote Albert Einsteins definition of insanity as doing the same thing over and over again and expecting different results, I shall scream. Not because its a statement I disagree with, more because it is used over and over again. Interestingly Einstein assumed that the Universe was static! The Expansion Paradigm developed by Edwin Hubble proved that the Universe is actually constantly expanding, which led Einstein to concede that assuming the Universe remained constant was perhaps his biggest blunder. The only real constant is change itself. Unfortunately peoples desire to maintain equilibrium and have a high degree of certainty is strong. Listen to those sages in every organisation who, for as long as Ive drawn a pay packet, have uttered; Its not as good as it used to be, were always changing things, we need a period of stability... . The second constant is that change is uncertain. If change is inevitable but we naturally hang on to what we know because the alternative is the unknown, what will force us to move? The Big Bang was the violent starting point (the singularity) for our constantly changing Universe, thus what is also certain is that any behavioural change also requires a trigger point. That moment when we become ready to accept that maybe, just maybe, we could do something different. Weve reached the point at which it will only take a nudge to set us in motion. So far, it seems, all beyond our control. Change happens, there will be a trigger point and the results will be uncertain. It is how we perceive this inevitability that makes the difference, which makes this a truly exciting time. Everyone accepts that whatever our organisation,

there will be change; the economy has provided the nudge. Now leaders can design organisations, encourage mindsets and create processes which will embrace the sentiment behind Einsteins oft plagiarised words . But beware:

Great spirits have always encountered violent opposition from mediocre minds. Albert Einstein

Old habits die hard!

Dont look at the tree!

A very wise paragliding instructor once gave me some very sound advice. He quite simply said Dont look at the tree. The tree in question is on the edge of the landing field right in the centre of Interlaken, Switzerland. As tourists sit in the surrounding cafes and bars sipping tea or having a beer, soaking in the spectacular surrounding and views of the Eiger, Monch and Jungfrau, paraglider pilots are trying to land in the field in front of them. Nothing could be more embarrassing or dangerous than to crash into this tree, which is why you tend to look at it. Experience has now taught me that when you look at something as you are about to land, it develops some sort of magnetic attraction which causes you to end up in it, on it, or through it. This is not good if the it in question is a bog, pond, hedge, wheat-field or cow! These are awkward but not usually life threatening. So dont look at the tree makes a lot of sense. When organisations set about their flight to improvement everyone has an overwhelming and natural tendency to start to compile a list of all those things that might go wrong. The starting point is often to highlight all those trees that you might crash into. Trouble with the board, the unions, planning, money, time... Then there is the biggest tree of all, a mighty oak with branches covering your landing zone ... they wont like it. They are anyone and everyone.

My paragliding instructor didnt leave me with paranoia of hitting the tree, he is a brilliant instructor and gave an even better piece of advice which was ke ep your eye on your virtual landing spot at all times. There isnt a big red spot in the middle of the field to aim at so you have to choose a spot on the grass your virtual landing spot and aim at that. When we start an improvement programme we need to keep our eye on what we want to achieve. Always have the end goal in sight. If you do that then there is every chance you will achieve what you want. If you get distracted and start to look in the direction of your tree then that is where your focu s is and thats where youll land. Just to set the record straight Ive never hit the tree in Interlaken and luckily the cow moved at the last minute but that was close!

If you don't know where you are going, any road will get you there. Lewis Carroll

In search of the truth

It was on a visit to a large organisation that I discovered there are three versions of the same history. While this didnt come as a surprise, it was a revelation. My Road to Damascus moment came as I was waiting between meetings in a communal area which served two call-centres. The only opportunity employees had to make personal calls was during their breaks and they had to leave the office floor so they wouldnt disturb their colleagues. Id settled into a comfortable chair to catch up on some notes, my reflections of leadership throughout the organisation. As I digested the views of Directors, Senior Managers and Team Leaders, the workforce came and inadvertently gave their verdict. Version 1: The history we want We are a people business effused the Directors. Here was the Party -line postulated by consummate politicians. They told me what they thought I wanted to hear. MBAs and leadership books were regurgitated, often punctuated with quotes and namedropping. My word, they were a well read group. Version 2: The history we need Senior Managers on the other hand described what they thought was happening. They didnt try the academic one-upmanship of their seniors. They did however have data... lots of data; staff surveys, customer surveys, attrition, absence, focus-groups and good news stories. Evidence was abundant. Interpretation however was skewed by the need to report how well things were

going. Version 3: His-story I couldnt help but catch the conversations people were having with friends and family on their phones. After all they were only standing one or two metres from where I was sitting. Their perspective on how they were managed, their aspirations and their engagement with the organisation flowed out, no holds barred. Language was colourful, animated and indeed, passionate. In contrast to versions of history given by the Leadership team, comments were mostly negative, many were bored, few felt they were participants. The majority believed their sole contribution was simply to make up the numbers. As FBI Agent Fox Mulder said whilst investigating the X Files The truth is out there. It lies somewhere between these three versions. You just have to listen hard enough in order to find it.

Argumentum ad populum If many believe so, it is so. (But its not necessarily the truth!)

Why change the rules?

My Grandfather was a highly skilled cabinet maker. He worked out of a small workshop from where he produced fine furniture. His apprenticeship had been long and exacting such that his skills were of the very highest standard. I was with my father sorting through a trunk which contained some of his tools. As we unwrapped oil soaked cloths to reveal beautiful tenon saws and wooden planes I remarked that my grandfather would have turned in his grave if he could see the power tools that unskilled people like me used these days. He just laughed and confessed that grandfathers workshop was as automated as it was possible to get. He made electric planes, band saws and many other gizmos to make his work easier, faster and better. At one time if you drove a motor car you had to have a man walk in front of your vehicle with a flag to warn people and particularly horse riders that you were approaching. In exams you couldnt use an electronic calculator but you could do calculations with a slide rule: a wide ruler with a slide-able central bar which when lined up with its numerous scales allowed you to multiply numbers. When used in conjunction with a book of logarithm tables the young mathematician was able to perform amazing computations. Or not. Thank heavens that these have been confined to the fires of hell! History is littered with examples of how our lives

would be different if people hadnt challenged the rules, the social norms or (in the case of my grandfather) established practice. Many people have argued with me that rules are there for a reason. I accept this up to a point. What we have to do is be prepared to challenge the rules especially when we cant find improvements within established practice. How many laws have been repealed as society moves on and they are no longer appropriate? There is always a better way. Achieving it might be painful but transformation cant happen if you wont accept the possibility that the current rules might need to change.

Hell, there are no rules here - we're trying to accomplish something. Thomas A. Edison

Antagonists of change: Vinegar Veras

Welcome to the matriarchs of the shadow side, a group of people skilled at undermining any change initiative. Ignore them at your peril because they certainly wont ignore you. Your shiny new change programme is ready for launch. Its going to vastly improve the way you approach your business. Everyone has been consulted and is apparently on board. Naturally there will be people with reservations, some will want to see how it goes before they fully subscribe to your plan - this is to be expected. Then there are those whose sole purpose in life is to undermine. It doesnt really matter what it is, they are against it, or can see why it shouldnt be allowed to work, they are organisational luddites. If only it was this simple. Its easy to handle sledge hammer wielding detractors because they make a lot of noise. The Vinegar Veras are master well poisoners. They dont reveal themselves, ever. When you talk to them they will be as nice as can be to your face, but then, as soon as you turn away... You might suspect their motives but they are astute at slipping away into the shadows. They operate in small cells or cliques, recruiting followers from the ranks of the disaffected. Picking them off one at a time as they reveal an opinion or misgiving about what is happening. A little comment here, an observation there is enough to prize the lid off a can of worms. Then they stand back and watch the mayhem. Stirring occasionally when necessary to re-agitate

discontent... Dont panic. Already you are thinking about who are your Vinegar Veras. Once you become adept at spotting the signs, narrowing down the possible ringleaders, you are in a position to deal with them. There are now two courses of action: Befriend a Vinegar Vera. Spot the waverers, work on them individually. Personal attention makes them feel listened to and valued. Bring them back ever so gently to your side. Bring them into the open and force them to declare their hand. They will either voice all their issues publicly which makes them easy to address or they will reveal to your assembled audience their lack of support thus undermining their undermining. Dont ever think you dont have a Vinegar Vera problem; they are all around, skulking in the shadows. Be afraid, be very afraid. NB. (It is their matriarchal, nurturing behaviour rather than their gender that distinguishes this group; male Vinegar Veras are just as common as their female counterparts!)

3% of all people are naturally dissatisfied. CragRats Ltd analysis of 1200 people in a three month study, 2005

Protagonists of change: The Activist

Do you have a difficult challenge to overcome? Do you need to take action now? Do you want someone who will persist until the goal is achieved?

Then you want ... an activist. Before we go any further, these are not enthusiasts, youll have to wait for them in a future blog. Activists are quite different. Lets imagine your ship is sinking in the middle of the English Channel. Do you want to be surrounded by people who enthusiastically and tirelessly bail out sea water with an espresso cup, or someone whose first thought is to find ways to fix the leak? Activists are a set of unique people who generate innovation in your organisation. Many are unsung heroes, unrecognised by managers, or worse still, actively discouraged because they threaten the status quo. But, without their new ideas the organisation will fail to develop and will lose ground to competitors. Can you spot them? They are an invaluable source of innovation because they see the big picture but are aware of the situation and always looking to solve problems rather than spend hours talking about it. In a meeting they work to

understand what is needed, often suspending judgement, they ask insightful questions to clear away the debris so they can build a clear picture of what is happening. Then, they act with purpose to get the job done, often showing great political acumen to get people on side. Most importantly they are prepared to take risks to bring about improvement. The problem with activists is they are hard to control, which is why they often get squashed by managers who dont share their vision or drive. They can be seen as a threat, not only to their managers but also to the way things are round here. Given a chance they will shine. In fact, they should be positively nurtured and encouraged because they are the ones that bring about true creativity and positive change. These organisational Superheroes are all around us just waiting to be asked to demonstrate their special talents. All you have to do is create a culture where they can thrive. Thanks to Mike Rix for the ideas!

3% of all people are naturally dissatisfied. CragRats Ltd analysis of 1200 people in a three month study, 2005

Leaders keep focused on the goal (The 'Sir Alex' Method)

The football season is well underway and it wont be long before some teams are failing to match the dreams of their fans and owners. As is the tradition at these times, when your team is doing badly, they have had some poor results and your expectations of Premier League succes s are fading fast, its the managers head that is called for. Is changing the leader the answer or is it a need to do something differently. How many of these teams actually recover from a manager merry-go-round? Academic evidence (Bridgewater 2010) shows that a short term honeymoon improvement over the first 12 games of a new managers tenure is replaced by a level of performance below that of before the change. The highest performing organisations are those that develop a winning culture, where everyone understands their long term vision, beliefs and values. More interestingly, how many leaders are able to change their approach, mindset and behaviours to bring about a better performance? I was particularly struck by the reaction of Sir Alex Ferguson after Manchester United were so comprehensively beaten by Barcelona in the Champions League final 2011. Just looking at his demeanour suggested that he recognised that even at their very best his team wouldnt have won. The standard of competition had been raised and a new approach was required in order to become world-

beaters again. There was no call for the leader to be changed, after all this was an outstanding team. It was the leader that recognised the need to change in order to compete with the best in the business. Its a brave person who changes a successful team; there is so much to lose, so little to gain. We often see successful businesses stagnate, afraid to do anything different. We find good managers reluctant to adopt different practices because they might give poorer results. What brilliant leaders like Sir Alex have is a clear vision of what they want to achieve and they are not afraid to challenge their own ways of doing things. Their vision does not change, everyone understands the goals, they share the values of the organisation, and they are not afraid to challenge their approach in order to get a better result. If our market, the economic environment, our competitors, or even our team changes then sticking remorselessly to the way we know may well leave us heading for relegation or for the crowd baying for our heads. Great leaders are always prepared to change their rules. Are you able to follow Sir Alexs example?

Trust in leadership allows the team members to suspend their questions, doubts, and personal motives and instead throw themselves into working toward team goals. Kurt T. Dirks, Simon Fraser University, 2000

Follow the Leader

In the days when Health and Safety allowed kids to race, climb and jump unsupervised, we played a game called follow the leader. One person was selected as the leader, the rest followed and copied their actions. Some were brilliant leaders; they challenged us to push our limits, encouraging us to try something new, different and daring. I was always an enthusiastic follower until the occasion that one particular leader leapt from the canal bridge to the tow path below, slipped and fell into the cold, dirty water. There were lessons learned from the leadership game which are just as useful today: You dont need to know where you are going, just what you want to achieve: Just because we have always been this way doesnt mean it is the only route. A new way can be great fun. Lead by example: It isnt an intellectual activity. You have to show your commitment. When people trust and follow you, can they look you in the eye, and see that you are emotionally committed to the cause. Engage people: Look for ways to let them participate, join in, and influence the journey.

Be aware of emotions: If you recognise somebodys emotional state then you can choose the most effective ways of motivating them. How many times have we found leaders expecting their teams to change before historical baggage has been cleared? Praise success: Quick wins and small victories as a team or from individuals encourage everybody to work hard towards the goal. Challenge to motivate: You never know what can be achieved unless you try something different. Support innovators: these are the people who will find the new ways, those routes that others may require encouragement to try but which might take you to new heights. Encourage a sense of urgency to do something now rather than letting the moment pass: Momentum is difficult to initiate but once you are on the move it is easier to maintain. Be prepared to swim: The adventure sometimes takes unexpected turns.

The most sited cause of significant change in the way they feel was not pay, benefits, or work overload. It was the behaviour of the manager or supervisor (49%)! Cindy Ventrice, Do You Feel Valued At Work? 2010

Leaders as the custodians of The way we do things around here

Rules evolve from the need to control. Often people governed by the rules have no idea where they came from. Why 30 mph as the speed limit in a built up area? Why does the shooting season start on the 12th August not the 11th? Why is 9:00pm the TV watershed? Why do I need a licence to have a radio station? Once the rules are established we get custodians of the rules; usually the leaders in an organisation; those people who have a stake in maintaining the rules and identify with them. They become emotionally attached to the prescribed way. Their function is to continually limit what can happen and as people start to push the boundaries, so new rules are created to stop this. We find rules prescribing best practice which means that any other good practice is not allowed. And so a patriarchal mindset prevails: we do it this way because we know best. Interestingly if you read the above paragraph again from the perspective of your own personal rules it becomes easy to understand why people find it hard to break from the norm. We create our own set of immutable legislation to which we become emotionally attached. The odds are stacked against making a step-change in performance. The rules

are set either formally or informally. They are governed by ourselves and others. They are also used as a credible excuse for inertia, so even when we can see that something is not functioning as we want, we claim that our hands are tied; there can be no more.

Cos everybody has sometimes broke the rules Status Quo Legendary? Rock Group

Where are the brave Leaders who recognise that this is a time of opportunity? How often does a genuine challenge to the way we do things arise, giving us the chance to question the rules we work within and those we set ourselves? Maybe this is the time for Leaders to change from being custodians of the rules to become promoters of innovation.

In Summary
Change is a natural phenomenon that constantly happens all around us. It is not change that causes organisations issues but the perception of people who struggle with the uncertainty it creates. Our work with behaviour change shows that trigger points will occur at which point people are ripe to take action. The current cultural climate is an ideal time because everyone is expecting change. We may lose the potential benefits because people are tied to rules, either of their own making, or their organisations making. Its called established practice and people, organisations employ defenders of the rules to prevent innovation to established practice. During a period of change we tend to focus on the negatives and the problematic issues. The proverbial trees. Whereas we are most likely to achieve success if we focus on the potential gains. During such an uncertain period there will be many perceptions of how it is going. Achieving a unity of perception is important and a real test of how good communication is in your organisation. There will be people whose best interest and personal nature lies in undermining the organisation, their managers and everything that is going on. In difficult times they can attract recruits to their cause very easily. Beware the Vinegar Veras.

Hidden gems abound in activists. Often stifled by managers who see them as hard work and a threat to their status. Find and polish them so they can shine. Organisations need great leaders at all levels during times of change. Be prepared to be flexible in approach but inflexible in values and vision. Leaders are role models, everything they do is observed by everyone, at all times. If you want them to improve performance then be aware that the evidence shows this change is directly linked to levels of trust. All leaders at some point will slip and fall in their canal. How the leader reacts to this can reinforce trust or throw cold water on it. We are genuinely at a point where change can create new, exciting and genuinely brilliant opportunities.

For further information on Paradigmantics, our training and development programmes, and how we can help you and your organisation to make positive change a reality for your Leaders, Managers and Workforce, please dont hesitate to contact us at: info@paradigmantics.com

Always travel a different route home. That way may be more interesting. (Bill Bradley, Cyclist)

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