Helping large organizations advance change requires a clear process strategy. In Part 1 I discussed the importance of understanding expectations for the change outcome.
One must realize expectations come in two forms: explicit and hidden. At the beginning of the change process many expectations are trumpeted loudly and broadly up and down the cubicle filled office spaces.
Trumpeted expectations must be taken into account. In some cases they must be edited to become: time oriented, desireable, and achieveable.
Equally important are the deeply held yet unmentioned expections of key players. If they aren't mentioned must they be taken into account? Yes, because these unmentioned expectations can prove to be the undoing by key players of any organization change project. Two examples:
1. Carl was a construction manager overseeing from Houston a major Bechtel/Proctor and Gamble project in Canada. Earl the Bechtel site manager reported directly to Carl, received his performance appraisal and bonus recommendation from Carl. During initial discussions of expectations I found time to discuss with Carl his expectations for the project and uncovered a gem: he expected this project, in order to be a success, to lead to additional work. At first this seemed reasonable. Upon further discussion with the project team this expectation held by Carl had to be rejected. He so agreed. Rejection was necessary because the team could not do anything about future Bechtel business opportunities.
Only expectations which are under the control of the team can be allowed to be recognized. Unearthing unreasonable expectations held by important senior players is critical to success.
2. Phillip was the vice president from Proctor and Gamble for the same project as in #1 above. During the change project phase were expectations were being uncovered he dropped a technical bombshell: he wanted no cracks in the concrete slab floor. His reason was to maintain a clean manufacturing environment. This expectation had never before been disclosed. Had it been so the engineering spec for the concrete would have been written differently. Since he was a major player in calling the project a success his heretofore undisclosed expectation required rewriting the concrete spec; which was done.
In conclusion it is vital to have all expectations disclosed. Some can be accommodated, and some must be declared out of bounds and be so agreed by the holder of the expectation.
Come to think of it, this is also important in making a marriage work! Zounds!!!!
Part 3 to follow.
For more information contact the author directly at stoddardconsult@yahoo.com
Happy New Year!!!!
