A FEW WEEKS AGO I took part in a workshop session with other coaches and change leaders. It’s always interesting to hear how other people approach organizational change – you never know when you might learn something new – but I found myself disagreeing wholeheartedly with one participant, also a change management consultant.
“I never spend time reviewing an organization’s history,” he said. “That’s just wasted time. I’m here to help them move forward, not dwell on the past.”
While I agree with the last part of his statement – as change management consultants, we’re supposed to be helping companies move forward into a changed environment – I don’t believe that it’s productive to ignore an organization’s history. What organizations can achieve is dependent upon their people, and people are the sum of their experiences, their history – they can’t just reinvent themselves at 9am on an arbitrary Monday morning and pretend their past experiences never happened.
In fact, you wouldn’t want them to:
[bctt tweet=”Much of your employees’ value lies in their past experiences, both at work and in their personal lives. ” via=”no”]
Their education, their life experiences, their relationships with their team members – all of these can be positive assets as you move forward into a change.
At the same time, of course, an organization’s history can sometimes be a hurdle: An ingrained resistance to change, old feuds between key departments, a non-productive attachment to outmoded business processes – all of these things can become obstacles to successful, productive change.
But ignoring those obstacles won’t remove them from the path to change – and in fact you may be missing some key insight that could help your change strategy be more successful with less effort. Here’s an example: You create a change plan and issue edicts to various departments of the organization. The purchasing department and the marketing department have had difficulty working together in the past, but you’ve decided that It’s A New Day for the organization and proceed with your plans, assuming everyone will pull together – you don’t have time to go into that history with them. Except that 3 days before the change is supposed to take effect, you discover that the purchasing department hasn’t released the funds the marketing department needs in order to properly communicate the change, and now you have to delay your change efforts for a month while the mess gets sorted out. The organization loses money every day the project is delayed – and even more important, the change effort loses momentum while everyone waits around.
Now, there’s something to be said for leadership encouraging employees to come to a change strategy with an open mind, and to try not to bring ‘baggage’ into the process. But to pretend that the history of an organization – and its individual employees – doesn’t exist ends up being counterproductive.