Embracing Complexity in Organizational Change
Professor Thijs Homan, a critical scientist in change management, presents an intriguing perspective: the more one tries to manage change, the more it stagnates. Much of the change in organizations happens despite formal efforts, not because of them. Traditional change management models assume a linear, controllable process where the right interventions lead to smooth transitions. However, human behavior and organizational dynamics are far too complex for this model to work effectively.
Reflective Perspective on Organizational Change
Instead of focusing on prescriptive solutions, it’s crucial to reflect on the assumptions underlying our understanding of change. In educational institutions, for example, discussions often center on what needs to change—be it blended learning or new systems—while the process of change itself gets little attention. This oversight leads to unrealistic expectations and poorly executed initiatives.
Monocentric vs. Polycentric Perspectives
Traditional change management operates on a monocentric perspective, where a single entity (typically management) drives change. This view assumes that change can be meticulously planned and executed through a series of well-defined interventions. Yet, research and practical experience reveal a different reality. Change projects often fail, and when they do, the typical response is to launch another project, repeating the same flawed assumptions.
In contrast, a polycentric perspective acknowledges that change emerges from multiple sources and cannot be centrally controlled. Organizations are dynamic entities where numerous micro-level interactions and informal processes contribute to the overall change landscape. This perspective recognizes that managers are not the sole agents of change; change results from complex, decentralized interactions among all members of the organization.
The Role of Offstage Behavior
A critical aspect often overlooked in organizational change is the distinction between onstage and offstage behavior. Onstage behavior is what employees display in formal settings, such as meetings and training sessions, often aligning with managerial expectations. Offstage behavior, however, comprises informal, day-to-day interactions and conversations that occur away from managerial oversight. It is in these offstage interactions that true sense-making and adaptation to change happen.
Research indicates that these offstage behaviors and “clouds of meaning”—the shared understandings and interpretations within informal groups—are the strongest influencers of organizational behavior. Change management efforts that fail to consider these informal dynamics are unlikely to succeed.
Empowering Individuals within the Organization
Effective change management requires acknowledging that while managers and solution providers can empower individuals by providing the necessary tools and resources, the alignment of individuals within their spheres of influence is not something that can be externally controlled. Instead, managers should focus on creating environments where people are prepared and ready to act when the right conditions arise.
Organizations must understand that change is not a straightforward process managed through top-down directives. It involves navigating the complexities of human interactions and leveraging the emergent properties of these interactions. By fostering a culture that values and supports informal sense-making and adaptation, organizations can enhance their capacity for change.
Conclusion
In conclusion, the mechanisms of change in organizations adopting new technologies are multifaceted and cannot be effectively managed through traditional, linear approaches. Empowering individuals is crucial, but the alignment of the right people within their “clouds of influence” is beyond external control. Management and solution providers must focus on preparing and equipping people, ensuring they are ready to act when the stars align. By embracing a more holistic, reflective approach to change, organizations can better navigate the complexities of technological adoption and achieve more sustainable, meaningful transformations.