Organizations change. As new technologies emerge, new
partners or competitors come out of the woodwork, or new constituencies arise,
an organization must adapt to meet the changing landscape. What sounds so easy,
however, is often a significant struggle. Why? Change is complicated, messy,
and uncomfortable. It’s not a flick of the wand and presto change-o –
it involves many intertwined parts. So, when facing change, here are some
things to keep in mind:
1. Be honest with
yourself. Jack Welch calls it “candor” or seeing the world as it is, not as
you want it (Charan). Before you can implement change, you must have an honest,
realistic assessment of where you are, what your problems are, what resources
you have (or can reasonably acquire), and where you want to be. There’s little
point in frustrating processes you and your staff recognize if you don't know where
you’re starting.
2. Strategize. Even
seemingly simple problems don’t always have a clear-cut solution. If you change
X, will it affect how you undertake your work? how you or your staff relate to
your mission? Are you just getting at the surface? Take the time to
strategically plan – to look at the issues you think you’re facing, dig up
their root causes, identify their impacts on other facets of your work, lay out
internal and external forces at play, and weigh your options (Renz, Ch 9). A
full explanation of the process of strategic planning is beyond the scope of
this piece, but the underlying message of making strategic, well thought-out
choices still stands.
3. Be prepared to invest.
Change requires time, money, and often, political capital. Make sure you allow yourself
enough time to study and analyze, to develop new processes, to get buy-in from
your team, and to let the new processes take hold. It can be expensive, time
intensive, and unpopular. But in the end, investing in a change is important
for lasting success.
4. Follow the old adage:
There’s no ‘I’ in team. Most change will affect more than just you. And
most people, even the lowest on the totem pole, probably don't want to be told
that their work is being torn apart without at least some input. As you’re
analyzing the issues and potential solutions, make sure you’re including
multiple viewpoints in the calculus. Your board, the public, your constituents,
your funders, your program managers, your street-level team all have valuable
and different takes on the situation, and may provide you with some insight you
would otherwise miss. And when you consult them, even if their input isn’t
followed exactly, they’ll appreciate the opportunity and the respect, and be
much more likely to welcome change (Renz, ch 9).
This list is by no means exhaustive. Change is uncomfortable,
and few like to think about it. But when you’re faced with a shortcoming and
it’s time to change, keep these in mind as starting points for a smoother
transition.
Sources:
Charan, Ram and Noel Tichy. 1989. “Speed, Simplicity, Self-Confidence: An Interview with Jack Welch.” Harvard Business Review. No. 89513:110-120.
Hamel, Gary and C.K. Prahalad. 1989. “Strategic Intent.” Harvard Business Review No. 89308: 63-76.
Renz, David O, ed. 2010. The Jossey-Bass Handbook of Nonprofit Leadership and Management. Jossey-Bass. San Francisco, CA.
