Disruption

We all have a mental model of what the future holds. This model is based on our experiences, our assumptions, and our expectations. Depending on our personality and circumstances, we may be more or less conscious of this model.

Change introduces uncertainty about the future. It disrupts our mental model, like a careless child bumping a chessboard.

Suboptimal Ralph

I heard it first from Ralph Herda. During a change initiative that involved some intense stakeholder resistance, seven re-engineering team members were developing brilliant solutions that no one else liked.

Ralph, who provided oversight for the project, listened to the concerns of the team, thought about it for a bit, stroked his chin, leaned forward in his chair, and declared,

“Owned solutions are better than optimal solutions.”

Bypassing the Water Cooler: Communicating in Times of Change

When major changes are announced in an organization, an interesting dynamic develops:
Employees have a greater than usual need for information.
Leaders tend to more strictly control the flow of information.

In times of uncertainty, employees increase their sensitivity to any signals present, frequently misinterpreting whatever facts are available and filling the information gap with bizarre scenarios they have generated. Rumors, half-truths, and well-intentioned guesses end up dominating the talk around the water cooler.