What you should not miss in managing change

Managing change in an organization is one of the hardest things to do. While we often get the basics right—like communicating a vision, setting milestones, and tracking progress—we also tend to miss a few crucial elements.

First, even scientific revolutions only happen when paradigms shift. Culture—or prevailing paradigms—ultimately determine what can change and what won’t. Period. The values and beliefs held by the majority dictate what gets priority and what gets challenged. The case of Dr Ignaz Semmelweis is a classic example: when he proposed that disinfecting hands after surgery reduces mortality, no one believed him. It took decades for that idea to be accepted across the medical community. Work on the dominant values and beliefs first.

Second, when articulating a vision, imagery and metaphors play a vital role. Martin Luther King Jr.’s speech invoking “sunlit paths of justice” and the metaphor of “promissory checks”—illustrated this brilliantly.

Third, understand the territory—the minutiae of the landscape—thoroughly. Make sure every dynamic of the change is grasped as fully as possible. Plan in detail and go for incremental shifts, because revolutionary change often meets strong resistance and can lead to efforts being dissipated in managing conflict. Identify the key people who will drive the change at each stage. Every aspect of the process must be mapped as clearly as possible.