Your own worst enemy
I witness lean change agents get in their own way all the time. I’m sure I do it too. This is a common example that really can hold back an entire organization on the journey. It is the response to an inflection point.
Change agents, of any kind of change, often begin by pushing against the organization. The find the ideas, see the possibilities, develop the passion, begin the selling, and prime the application. Depending on the magnitude of the change, this can be the condition for years.
At some point you reach an inflection point. This inflection point is when the organization starts to get it, make it their own, and things begin to take off. But if change agents aren’t careful, they can take this inflection point and send it off in the wrong direction.
When that inflection point is reach, if the change agents try to maintain control of the change, they will lose, one way or another. They will either lose because their efforts to maintain control of the situation are successful, and the organization loses their early seeds of passion and the effort begins to die. Or they will lose, but the organization wins, if they change agents fail to maintain control and the organization takes ownership of the change and makes it their own.
For the organizational change to be successful, the change agents must either give up control willingly or lose it unwittingly. The organization must make it their own. They must develop their own passion, their own capabilities, and their own reason why they are engaged in the change.
Why would a change agent possibly resist this? There are two reasons. The first is habit. When you’ve taken ownership over something and nursed it along for a year or even 3 years, that is now how you operate and it is difficult to change that behavior in yourself.
The second reason is that when the organization takes ownership, they don’t do things exactly the same way as the change agent and this causes frustration. They don’t use the same words. They don’t follow exactly the same methods. They don’t care about the history of the change. They are making it their own. Because it is now different, even if just superficially, than what the change agent envisioned, the change agent might turn into a resistor themselves.
Change agents must give up control, at the right time, if they are to truly see their efforts become a success.
Have you had experiences where giving up control was the difficult but right thing to do?
Jamie,
This is similar to what I call the Ownership Paradox, which I use more specifically in the relationship between a leader and a change agent. As a leader starts taking ownership of the change, the change agent loses control. It is exactly the increase in ownership by the leader that enables the project to succeed.
As you point out, the concept translates easily to the relationship between the change agent and everyone else in the organization. Thanks for sharing the great diagram that takes it to the natural conclusion of what happens when change agents don’t let go.
Heather
Jamie,
This is similar to what I call the Ownership Paradox, which I use more specifically in the relationship between a leader and a change agent. As a leader starts taking ownership of the change, the change agent loses control. It is exactly the increase in ownership by the leader that enables the project to succeed.
As you point out, the concept translates easily to the relationship between the change agent and everyone else in the organization. Thanks for sharing the great diagram that takes it to the natural conclusion of what happens when change agents don’t let go.
Heather
Jamie,
This is similar to what I call the Ownership Paradox, which I use more specifically in the relationship between a leader and a change agent. As a leader starts taking ownership of the change, the change agent loses control. It is exactly the increase in ownership by the leader that enables the project to succeed.
As you point out, the concept translates easily to the relationship between the change agent and everyone else in the organization. Thanks for sharing the great diagram that takes it to the natural conclusion of what happens when change agents don’t let go.
Heather
Great post Jamie.!!
I am just starting out on a large change project. Your post is very helpful. But it’s funny how I’m now thinking about when and how to give up control before I’ve even started. However, this discussion may help me to give up control slowly as I move through the change. What I mean is, I can make the “giving up control” part of the whole change process. I’ll be doing some deep thinking about this.
Thanks.
Great post Jamie.!!
I am just starting out on a large change project. Your post is very helpful. But it’s funny how I’m now thinking about when and how to give up control before I’ve even started. However, this discussion may help me to give up control slowly as I move through the change. What I mean is, I can make the “giving up control” part of the whole change process. I’ll be doing some deep thinking about this.
Thanks.
Great post Jamie.!!
I am just starting out on a large change project. Your post is very helpful. But it’s funny how I’m now thinking about when and how to give up control before I’ve even started. However, this discussion may help me to give up control slowly as I move through the change. What I mean is, I can make the “giving up control” part of the whole change process. I’ll be doing some deep thinking about this.
Thanks.
Jamie,
It must be quite a challenge to recognize the true inflection point since there are so many variables. Most in leadership roles have a built in desire to drive improvements so letting go of the control is counter intuitive for many change agents.
Thanks for sharing.
Chris Paulsen
Jamie,
It must be quite a challenge to recognize the true inflection point since there are so many variables. Most in leadership roles have a built in desire to drive improvements so letting go of the control is counter intuitive for many change agents.
Thanks for sharing.
Chris Paulsen
Jamie,
It must be quite a challenge to recognize the true inflection point since there are so many variables. Most in leadership roles have a built in desire to drive improvements so letting go of the control is counter intuitive for many change agents.
Thanks for sharing.
Chris Paulsen
I am lucky that I learned a powerful lesson early in my working career. Once you give up control to someone (or the organization) you are given more responsibility or interesting things to do. I think fear is what makes change agents to try to keep control because they do not know what there fate will be.
I am lucky that I learned a powerful lesson early in my working career. Once you give up control to someone (or the organization) you are given more responsibility or interesting things to do. I think fear is what makes change agents to try to keep control because they do not know what there fate will be.
I am lucky that I learned a powerful lesson early in my working career. Once you give up control to someone (or the organization) you are given more responsibility or interesting things to do. I think fear is what makes change agents to try to keep control because they do not know what there fate will be.
I have three children that all began walking at different times. One needed more support, one less and one almost skipped crawling. My point is that each culture will have different times when inflection becomes a key indicator of a paradigm shift. I view it more of making sure the organization is receiving the right amount of support to stand on it’s own but with tension (instead of stress) that keeps a focus on growth and ownership. It has taken about 3 years for us a group but we’re letting go more and more every day.
I have three children that all began walking at different times. One needed more support, one less and one almost skipped crawling. My point is that each culture will have different times when inflection becomes a key indicator of a paradigm shift. I view it more of making sure the organization is receiving the right amount of support to stand on it’s own but with tension (instead of stress) that keeps a focus on growth and ownership. It has taken about 3 years for us a group but we’re letting go more and more every day.
I have three children that all began walking at different times. One needed more support, one less and one almost skipped crawling. My point is that each culture will have different times when inflection becomes a key indicator of a paradigm shift. I view it more of making sure the organization is receiving the right amount of support to stand on it’s own but with tension (instead of stress) that keeps a focus on growth and ownership. It has taken about 3 years for us a group but we’re letting go more and more every day.
Thanks all for the comments.
Heather, I like “Ownership Paradox” – that’s an appropriate name. Do you have anything written on it?
Chris, I think Jim’s point really answers your challenge. When it’s done over time, it is easier to manage. There isn’t so much a specific inflection point such as “2:15 PM on October 23rd”.
Thanks all for the comments.
Heather, I like “Ownership Paradox” – that’s an appropriate name. Do you have anything written on it?
Chris, I think Jim’s point really answers your challenge. When it’s done over time, it is easier to manage. There isn’t so much a specific inflection point such as “2:15 PM on October 23rd”.
Thanks all for the comments.
Heather, I like “Ownership Paradox” – that’s an appropriate name. Do you have anything written on it?
Chris, I think Jim’s point really answers your challenge. When it’s done over time, it is easier to manage. There isn’t so much a specific inflection point such as “2:15 PM on October 23rd”.
Your article came just at the right time. I’ve recently been in a blue funk – wondering what the heck was wrong with me. The people in my organization are beginning to show some real enthusiasm for Lean concepts. We’re even getting support from executive management… something that was once only a dream. I’ve worked toward this for years, but now that it’s finally happening I’m feeling disoriented and lost. It never occurred to me that changes in the organization would mean changes for me, as well. Thanks for providing the insight.
Your article came just at the right time. I’ve recently been in a blue funk – wondering what the heck was wrong with me. The people in my organization are beginning to show some real enthusiasm for Lean concepts. We’re even getting support from executive management… something that was once only a dream. I’ve worked toward this for years, but now that it’s finally happening I’m feeling disoriented and lost. It never occurred to me that changes in the organization would mean changes for me, as well. Thanks for providing the insight.
Your article came just at the right time. I’ve recently been in a blue funk – wondering what the heck was wrong with me. The people in my organization are beginning to show some real enthusiasm for Lean concepts. We’re even getting support from executive management… something that was once only a dream. I’ve worked toward this for years, but now that it’s finally happening I’m feeling disoriented and lost. It never occurred to me that changes in the organization would mean changes for me, as well. Thanks for providing the insight.
That was a great post to reflect on. I have definitely been the cause of a group or organization not moving forward because of not letting go. It is about the mindset and the actions that are being taken. Not the words that are being used. If the mindset and actions are directionally correct that is the important thing.
Having reflected on this, what might a change agent do to change? One way to change is to have a change in scenery. I do not mean change companies. I have done that and took on the same role. Eventually, you hit the point of inflection at the new place. I am talking about moving from a change agent role to a role of “running the business.” Change from inside the group or organization and not as a change agent/consultant role.
How else can a change agent learn to let go? Not as easy as it sounds.
That was a great post to reflect on. I have definitely been the cause of a group or organization not moving forward because of not letting go. It is about the mindset and the actions that are being taken. Not the words that are being used. If the mindset and actions are directionally correct that is the important thing.
Having reflected on this, what might a change agent do to change? One way to change is to have a change in scenery. I do not mean change companies. I have done that and took on the same role. Eventually, you hit the point of inflection at the new place. I am talking about moving from a change agent role to a role of “running the business.” Change from inside the group or organization and not as a change agent/consultant role.
How else can a change agent learn to let go? Not as easy as it sounds.
That was a great post to reflect on. I have definitely been the cause of a group or organization not moving forward because of not letting go. It is about the mindset and the actions that are being taken. Not the words that are being used. If the mindset and actions are directionally correct that is the important thing.
Having reflected on this, what might a change agent do to change? One way to change is to have a change in scenery. I do not mean change companies. I have done that and took on the same role. Eventually, you hit the point of inflection at the new place. I am talking about moving from a change agent role to a role of “running the business.” Change from inside the group or organization and not as a change agent/consultant role.
How else can a change agent learn to let go? Not as easy as it sounds.
Sue, this is why I do what I do. Thanks for sharing your comment, and good luck to you.
Sue, this is why I do what I do. Thanks for sharing your comment, and good luck to you.
Sue, this is why I do what I do. Thanks for sharing your comment, and good luck to you.