The inner side of Organizational Change: | Thijs Homan | TEDxAmsterdamED

Summary

In this thought-provoking talk, the speaker, a critical scientist and professor in change management, challenges the conventional approach to managing change in organizations. They argue that change is not a smooth, manageable process but a complex, polycentric phenomenon that emerges from various sources, not just from the top-down. The speaker emphasizes the importance of understanding 'offstage' dynamics and 'clouds of meaning' that influence behavior more than formal interventions. They call for a reflective approach to change management, questioning traditional assumptions and considering the broader, often unseen, forces at play within organizations.

Takeaways

• 😀 Change is a complex and often unpredictable process that cannot be managed to be smooth.
• 🧐 The speaker, a critical scientist, challenges conventional change management approaches and encourages looking beneath the surface.
• 🤔 There's a significant gap between the dream of managers for seamless change and the reality of change management failures, with 70-80% of planned change projects failing.
• 🔄 The speaker introduces two perspectives on change: monocentric (change managed from one source) and polycentric (change coming from everywhere).
• 📉 Monocentric change assumes managers can control and direct change, while polycentric acknowledges the inherent and widespread nature of change in organizations.
• 🤷‍♂️ Organizations are not inert; they are constantly changing and adapting through the actions and interactions of individuals.
• 🗣️ 'Offstage' behavior, or informal conversations among employees, plays a significant role in shaping the reality of organizational change.
• 🌧️ The concept of 'clouds of meaning' represents the spontaneous orders that emerge from the collective sense-making of groups within an organization.
• 👥 The speaker emphasizes the importance of understanding and engaging with these 'clouds of meaning' as they are key influencers of organizational behavior.
• 🔍 Traditional change management tools and techniques often fail to address the offstage dynamics that truly drive change within organizations.
• 💡 Reflecting on one's assumptions about change management is crucial, as it can lead to a more effective approach that acknowledges and leverages the natural dynamics of change.

Q & A

What is the speaker's primary critique of traditional change management?

The speaker criticizes traditional change management for its assumption that change can be smoothly managed and controlled by managers. They argue that change is not always smooth and cannot be entirely managed, and that much of the change in organizations happens despite change management efforts.

What is the speaker's stance on the role of managers in organizational change?

The speaker suggests that managers often overestimate their role in driving change. They argue that change is not solely the result of managerial actions but emerges from the complex interactions and dynamics within the organization.

What is the 'mono-centric' perspective on change management mentioned by the speaker?

The mono-centric perspective on change management is the idea that change is managed or triggered from one central point, typically the manager or a management team. This perspective assumes that the manager's actions directly lead to organizational change.

What is the 'poly-centric' perspective on change management, and how does it differ from the mono-centric perspective?

The poly-centric perspective on change management suggests that change comes from multiple sources within an organization and is not solely managed by a single person or group. This contrasts with the mono-centric perspective, which assumes a single source of change management.

How does the speaker describe the typical reaction to a failed change project?

The speaker describes the typical reaction to a failed change project as a tendency to initiate another change project, often with the same assumptions about change management that led to the initial failure. This reaction often overlooks the need to understand the underlying dynamics and realities of change within the organization.

What is the concept of 'clouds of meaning' as discussed by the speaker?

The concept of 'clouds of meaning' refers to the spontaneous orders or patterns of understanding that emerge in organizations through informal interactions and conversations among employees. These clouds of meaning are seen as the most significant influences on behavior within organizations, often more so than formal, on-stage activities.

Why does the speaker argue that traditional change management tools and techniques are insufficient?

The speaker argues that traditional change management tools and techniques are insufficient because they focus on formal, on-stage activities that do not directly influence the off-stage dynamics where real organizational change occurs. These tools often fail to address the complex, emergent nature of change within organizations.

What is the 'management paradox' mentioned by the speaker, and how does it relate to change management?

The 'management paradox' refers to the challenge managers face in trying to be both in control and not in control at the same time. In the context of change management, this paradox highlights the tension between the need for managerial control and the reality that much of the change in organizations is beyond the manager's direct control.

How does the speaker suggest managers should approach change management differently?

The speaker suggests that managers should reflect on their assumptions about change management and consider whether change is something they need to manage or something that is happening everywhere around them. They encourage managers to find and connect with change, enhancing it rather than trying to control it through traditional methods.

What is the speaker's view on the importance of understanding the informal, off-stage dynamics in organizations?

The speaker emphasizes the importance of understanding the informal, off-stage dynamics in organizations as these are where the real sense-making and change occur. They argue that these dynamics are often overlooked in traditional change management approaches, which focus more on formal, on-stage activities.