I’ve fallen behind! The new Associations Now is out (Jeff and I have an article in it, by the way. I will talk more about that article on the Association Renewal blog), but I didn’t get around to commenting on the lead story from the January issue.
It’s called “Change of Heart” by Dan Cohen, and the thesis is that organizational change programs will not be successful driven by the power of logic or ideas. There must be an emotional connection for the change to be successful. I like this notion. I am often telling clients that being “right” is usually not enough. I think we (in this culture) are taught that being objectively “right” is actually all that matters. The best idea should win.
But reality shows us otherwise. As I’ve mentioned before, emotional centers of the brain operate faster than logic and operate at a subconscious level, so it makes sense to me that identifying and working on emotional dynamics in a workplace environment would contribute to more successful change programs.
I do think there are some good points in the article, but as I read it, I’m reminded of why I hate the “change management” (read: change enforcement) field. Cohen has three steps for creating the right climate for change. He says that there are emotions that block change (complacency, fear and anger) and those that support it (urgency, optimism, faith). Okay, I’ll buy that. His steps, however, seem a little forced. Step three is “create clear, challenging, achievable visions and strategies.” His answer to the emotional component of change is to come up with SMART goals? These visions are supposed to “drive” urgency and “wake up” employees out of complacency. The problem is, once employees feel like they are being driven, they become resentful and angry (that they are not in control of their lives), so I think you’re sunk.
What about actually equipping organizations with the capacity to work through fear and anger in the workplace? And not just when you (management) decide that things need to be done differently?
More later.