Few management decisions will throw an organization into depression and chaos faster than wholesale reorganization (downsizing, rightsizing, restructuring, consolidation, etc.). It shifts self-images and emotional stability to the very fringe of sanity in some cases. People who have worked a lifetime within a niche that allows them to feel comfort and pride suddenly are shaken to the core. There is no perfect way to overcome this swirl of confusion - but there is a better way to recover from it that just hoping for the best. It's called "realignment technology."
Realignment is a better way of restoring order when order has been disrupted because the same "elements" remain consistent from the former condition to the next iteration. It may not eliminate the chaos, but it will likely quicken the transition and provide a very human element to this system of change. The system of realignment is initiated for the organization's population and navigated by the population through specific stages - it will take months. The "events" are structured for maximum involvement that provide an opportunity for everyone to be involved - get the facilitation teams ready well in advance (for some organizations it may even be too late for advanced preparations, but don't despair).
The order in which the realignment takes place may vary. In fact, all three elements may be undertaken simultaneously. For those who might wonder about the RGB filter - it's alive and well throughout this system of transition. First, a caution. This bit (posting) of RGB Technology is an overview. Luckily, however, there is extensive documentation that is readily available for those who may need it. The three elements are: a "Belief Set" that may remain somewhat stable throughout; next a "Strategy Bridge" with an associated timeline will also be reworked; and finally, the most radical changes will probably be associated with the "Work Regimen" that results in documenting the continuing work of everyone in the organization. These three elements were present before the "bump in the road" and will be present as long as there is an organization.
The "Belief Set" consists of five parts that need to be resolved by groups of participants across and throughout the organizations' depth. It includes stabilizing influence of such topics as Vision, Purpose, Missions (revenue flow) and several others. Many organizations will attempt to continue doing the same work with fewer people, thus just making things worse than ever - can't be done! The value of doing this work is the dialog that must take place during the realignment events. It's not the final document that counts, it's the work done to get to the final document.
A "Strategy Bridge" with a timeline begins to get participants involved in connecting the desired future with clear strategies that will fit the new scenario. There are five strong parts to this work, but the Scenario dialog is perhaps the most difficult and demanding. Talk about making things worse, a fragmented scenario will do just that. If everyone doesn't agree on the scenario (conditions within which we must continue to operate while we transition, for example) those differences will pull the organization apart from the beginning. Slow down here to go fast. Once the Scenario is in place, work can continue on the remaining parts; even in this declining and chaotic condition, Advantages must be identified, for instance. This may take several separate but clearly linked documents - normally one for each Mission area defined in the "Belief Set(s).".
Finally, the "Work Regimen" - or more precisely the work groups and individuals plans of how things will get done, by whom, and by when. In all probability, these kinds of documents were not adequately in place as the reorganizing event gained momentum. The parts here include: Programs to be implemented, Goals to be met, Objectives to be achieved, and above all Tasks to be performed and to what Standards - to name the most critical of the parts. There are a few more.
The challenge is real, and the methodology is time-tested. It is not a panacea, however, but is a clear place to begin recovery. AND the bonus is that it will include everyone in the organization. As sure as there are RGB people in the organization, the Realignment Model described above is also Beliefs Set Blue, Strategy Bridge Green, and Work Regimen Red. This makes it an ideal system for everyone to fully participate. This System of Change engages talent as the baseline yet also demands specific skill sets.
For more information, try the resources at http://www.ltodi.com/ as a means to a new stable organization.
A Place for Users and Guests to Exchange RGB Technology Information on Related WorkLife Issues.
2 comments:
You say "Don't despair" if a reorganization takes place before all the realignment elements are in place, but how to get an organization to even begin to consider the elements during the process? The belief set will not change significantly, as you point out, and the push to continue "business as usual" with less people and other resources seems to make the problem worse. "We don't have time for all that talk," becomes a recurring refrain.
On the up side to this, the overall culture is in such a state of shock that people are willing to try almost anything to acheive stability and this model works well to address the major concerns and fears of most. It takes input from throughout the organization to make it work and establish new norms.
Customers and management alike seem to respond favorably to signs that read "under construction" so we can improve our services. The same principle applies.
In the OMR4 model I can only offer that the magnitude must come down to decrease resistance and increase ownership in the long run. Start with a loyal contingent and grow the magnitude as quickly as the workforce will allow.
Not easy but the alternative is a deeper hole!
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