Remember a little while back when you couldn’t go to a workshop or a conference on change, leadership, strategy, innovation or communication without the keynote quoting the Shift Happens/Did You Know? research?
I certainly used those numbers on more than one occasion with leaders trying to understand the shifting nature of communication in the social era, and the #futureofwork in a post-global economy. The 2015 version from Erik Qualman has updated references to social marketing and we see the exponential scale of social shift.
But if you want to immerse yourself in the real-time version of this, then interetlivestats.com is your go-to resource.
Watch this number rise for each social platform, realtime.
Here you can watch the sheer overwhelming volume of online activity tick over.
With so much data being created, accrued, shared and stored, it prompts a few questions:
how do we focus on the most useful things instead of getting carried with the current?
how do we add value to the volume, through interpretation and insight?
how do we maintain a voice while recognising ours is one of billions?
how do we make sure we are not just adding noise?
These aren’t questions just for communication professionals. They are core questions for us as people in the age of mass data.
Employees are human, and their response to change will be driven by that
One of the ironies of change management is that practitioners have the capacity to be resistant to change in their own field.
In this post from Stefan Norrvall from January 2015, there is an argument that it is time to say goodbye to attempting to manage change.
Many change management tools and frameworks seem to come from a view that all change is a top down imposed thing that has to be “sold” to employees or it needs “buy in” from key stakeholders. This just furthers the notion that stakeholder have little input into the change itself and need convincing or manipulation to get into agreement.
Entrenched positions present a problem for all participants in change. Should organisations try to continue to manage change formally, from the top down? The idea is repugnant to Norrval and the #responsiveorg tribe.
Yet we are still not at the stage in most organisations to take away the systems and structures of change that evolved to ensure a balance between participation and deliberative action toward the change outcomes a change program seeks to achieve.
But in the revolution, we need to accept that whether they are the targets of change, or the architects, or the collaborative participants, employees and other organisational agents are human, and their response to the approach to change will be driven first by that.
If the context is not clear, people will resist.
If the systems and processes of change do not match the scale and nature of change, people will resist.
And large scale change (whether an aggregate of small change, or major impacts such as role, location, identity) does have the ability to trigger the human response to loss.
We as change practitioners need to make it simpler – not overly rely on systems and models. But in an effort to be more human in our approach to change we also need to ensure that in replacing ‘change systems’ we don’t simply fail to consider the degree of change required to make this approach a success.
A roadblock is a temporary state.A dead end is a point from which one must turn around and go back.
There is a moment in the wonderful Pixar film “A Bug’s Life” which simultaneously parodies the masses of self-help self-talk and provides a very simple mantra for change. A leaf falls into the path of the row of ants who are trying to gather food in time for the bully grasshoppers.
The ants freak out, the trail is broken:
Worker Ant #1: I’m lost! Where’s the line? What do I do?
Worker Ant #2: Help!
Worker Ant #3: We’ll be stuck here forever!
Mr. Soil: Do not panic, do not panic. We are trained professionals. Now, stay calm. We are going around the leaf.
All communication plans – in fact all projects – hit road blocks. There is an art to knowing when a roadblock is a temporary situation that can be addressed, or a true dead end. Even experienced project managers can waste resources – time, money, goodwill and energy by not recognising when a dead end is just that.
How do we recognise a dead end?
The signs are clear – “wrong way, go back”. These signs may be in the language of senior leaders, sponsors or customers. Words like never, can’t, forbid, refuse, may be the verbal equivalent of the dead end, or they may be road blocks, placed in the way because people are yet to understand the change.
“Hang on, doesn’t real change require us to break through and not take ‘no’ for an answer?” I hear you cry. Well, yes and no. Leading, managing and communicating change means that we need to continually search for other ways, and to determine how we go decide when to “go around the leaf” and when to wait for the roadblock to be cleared.
A dead end does not mean that the destination is abandoned. Rather, it means that the route there needs to be different.
This post was first published in 2006. It remains totally relevant today!
I have known that things aren’t always the way you first see them since I was a child. My rainbow does not look the same as the rainbow that the vast majority of you see. I don’t see the explosion of red when bottlebrush is in season and I am just as likely to be wearing a purple tie thinking it is blue as I am a grey one thinking it is green.
I am colourblind.
For the most part, this colour uncertainty is something curious. The most serious consequences for me included not being able to choose being a pilot, a policeman or an electrical engineer as a career.
During a working bee I once spent half an hour looking for tins of green paint that turned out to be the very same tins of pink paint I had moved aside to commence my search. Other volunteers were dispatched to search for me, and when they arrived, they pointed to the cans that I had placed aside. The look on their face told me they couldn’t understand how I couldn’t see this.
Over the last two days I have found it fascinating to see how people have responded to the #thedress, the phenomenon of the photo of a dress that appears to be different colours depending on the viewer.
What has stood out is the degree that people are ready to become entrenched in their position that the dress either has to be white-gold, or blue-black.
This little internet storm highlights one of the biggest challenges to communication. Everyone who is sure the dress is one colour and not the other (just like the working bee paint rescuer) struggle to accept that there could be another way to see things.
But the gift that I have been given by my other-sightedness is a daily sense that there may be another way. Over the past twenty years, my work as a communicator and change manager is to help leaders, project managers, employees consider that blue might be gold and white might be black.
There is always another way to see something.
It is such a great, simple metaphor for differences in perception. Craig Silverman at Poytner has written a wonderful piece on what the whole episode can teach journalists which I recommend to anyone involved in writing, communicating and change. As Silverman writes:
“The simple truth is our brains process information in ways that can lead us astray. This is something every journalist needs to be aware of and account for in the work we do.”
For the record, I have no opinion either way on the colour of the dress. There are some excellent explainers about the phenomenon from New Scientist and IFLScience.