50 Reasons Not to Change/The Tribes We Lead

A635.3.3.RB

After viewing the above presentations, reflect on the following questions in a well-written post on your Reflection Blog.

• How do you react when you hear colleagues using some of the excuses listed in the 50 Reasons Not to Change graphic?
• Do you ever use any of these excuses yourself?
• How can you overcome the thinking that creates those responses to change efforts?
• Do you agree with Seth Godin’s concept that change is driven by tribes?
• What can you take away from this exercise to immediately use in your career?

At some level, everyone has a natural resistant to change. Fears of the unknow has the ability to test even the most steadfast individuals. Typically, we find (or create) excuses to resist such change, especially when we have little reason to alter the status quo. In fact, Dr. Daryl Watkins (n.d) provides such examples in his 50 Reasons not to Change presentation; excuses like:

·       The boss will never buy it.

·       It needs further investigations.

·       Our competitors are not doing it.

·       It’s too much trouble to change.

·       Our company is different.

In an environment where the status quo provides stability or even predictability, affecting change and challenging the status que provides a major challenge for leaders and managers. According to Mark Murphy (2014):

Ironically, getting employees to accept change is easier when the situation is dire (like in a turnaround situation where change feels urgent and necessary). But when employees get comfortable because everything in the organization is good, they get complacent with the status quo. That’s when you hear protests to change that sound like this: “But we’re already doing great, there’s no need to change.”

There have been many occasions during my time as a leader in military service when others have voiced their resistance to change and may have even used some of Dr. Watkins’ excused verbatim. Already knowing that resistance was inevitable, I would attempt to identify and understand the root cause of the resistance. For example, is someone (or others) resistance for the sake of being resistant? Are those resistant seeing something that I do not see? What level are the problem-solving skills of the resistant? Who stands to benefit if no change is made (path of least resistance) and for how long (short term/long term)? Thus, anticipating resistance and underlying causes, I would be able to better prepare my angle and argument for leading such changes.

I believe it is important for leaders to continuously seek opportunities to improve an organization through active leadership and to leverage driving forces to effectively convey new concepts and ideas. According to Brown (2011), “driving forces, put pressure on the organization to change” (p. 129). Thus, leaders must be in-tune with many factors that exist in a dynamic environment and be agile enough to exploit emergent behaviors. With this in mind, this is why it is important for me to prevent the nature urge to allow negative thoughts or excuses to occupy my thought process. As many leaders in the military learn, it’s important to expect the best, but plan for the worst. Through the planning processes, leaders must account for the most likely course of enemy action and the most dangerous course of enemy action.

Seth Godin (2009) provides a compelling argument that tribes have the ability and power to affect change through connecting others with ideas. In fact, Godin (2009) states, “And it turns out that its tribes, not money, not factories that can change our world. Than can change politics, that can align large number of people, not because you force them to do something against their will, but because they wanted to connect.” Thus, but making such (tribal) connections, a movement is created by identifying true believers and leading the movement. I believe that Godin’s argument that tribes drive change is accurate. History has shown that when large organized groups (tribes) directly challenge the status quo, significant change has resulted. Take for example notable event like the Boston Tea party, which eventually lead to the Revolutionary War or the Civil War. Although these are clearly extreme examples, smaller and still notable movement have altered significant changes in our world and in our societies.

I believe it is important for leaders/managers understand how resistance to change affects our organization’s ability to be agile and flexible in a dynamic environment. Thus, reflecting on this exercise, I also believe that trying to identify and understand the root causes of resistance is key. Doing so will better prepare a leader to convey their thoughts, ideas, and concepts. Furthermore, keeping Seth Godin’s (2009) lessons in mind about leading movements by connecting others (tribes), we as leaders have the ability to increase our effectiveness by leveraging these tribes.

References

Brown, D.(2011) Experiential Approach to Organization Development. Pearson Education. Kindle Edition.

Godin, S. (2009). The tribes we lead. Ted. Retrieved from http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead#t-739764.

Murphy, M. (2014). The Status Quo Will Kill Change Management Efforts. Forbes. Retrieved from http://www.forbes.com/sites/markmurphy/2014/12/18/the-status-quo-will-kill-change-management-efforts/#72b5772d520d.

Watkins, D. (n.d.). 50 Reasons Not to Change! Prezi Presentation. Retrieved from https://www.fastcompany.com/magazine/00/node/55009.