Provide Stable Elements for Security
Requirements for Engagement and Orientation
by Franz Schwarenthorer
Enabling Transformation and Orientation Through Stability
As “agents of change”, our attention is strongly focused on how to move the organization out of its “dynamic equilibrium” and into the future. A clear case for action, an attractive picture of the future, and the presentation of a feasible process should help us to generate change energy. Experience shows that there will be a lot of uncertainty during the transformation; this uncertainty must be absorbed by stable elements to avoid being at the mercy of chaos.
Organizations find themselves in a permanent state of tension: On the one hand, they must constantly scan the environment for relevant changes and respond with new or adapted products and processes to avoid missing the boat. On the other hand, there is an inherent need for stability in people and organizations.
What is the reason for this?
- Viewed through the lens of an “organization as a social system”, the various stakeholders seek their place within the structure: Who is in charge? Where is power concentrated? Where is powerlessness? Where are alliances? Where are conflicts? What is the status quo? What communication takes place and between whom? This structure is in a "dynamic equilibrium", meaning it changes over time but always strives for balance. From the beginning, a change process is (also) evaluated in terms of how much this structure could be disturbed by this change. Actors have acquired roles which give them status and influence, and they do not want to give them up so easily.
- Based on the "Development phases of organizations according to Lievegoed and Glasl", the need for clear processes, roles and structures arises after a growth phase that occurs in the pioneering phase and which heralds the differentiation phase. The resulting clarity of responsibilities, roles and quality requirements provides security and predictability, which can be jeopardized by change processes.
- Finally, some organizations, such as those in the health care and social services sectors, are charged with compensating for the lack of stability exhibited by their clients. This primary mission is often reflected by an internal desire for continuity.
Considering all these aspects, it seems rather unlikely that organizations will be persuaded to embark on a journey into the unknown. If they can be persuaded to do so, it is all the more important to provide stable elements while they embark on the adventure to provide security and support.
What might these elements be?
Rituals and routines Routine communication has an important function, as the exchange between stakeholders can provide guidance regarding where one is in the process, how others are coping, how stakeholders can support each other, and where the process needs to be adjusted to keep people on board. Rituals practiced in the ever-changing world, such as (daily, weekly) standups or retrospectives to reflect on the collaboration during the transformation, can come in handy here. Celebrating (interim) successes also helps by marking milestones and provides energy. Lessons learned help to prepare for the next stage.
Adequate information and communication
Humans have a basic need to know where they are, how far they have come, and what still lies ahead. To do this, it is important to provide sufficient information. Withholding information to "protect" the team is usually counterproductive. For this reason, based on the teachings of Ingeborg Bachmann, we recommend that "People can reasonably be expected to accept the truth.”
Accepted decision-making processes Both at the beginning and along the way, decisions always need to be made that can be regularly put to the test during a transformation process. Exactly how and by whom decisions are made to try new things must be clear; in turn, this means instability. These decisions should be clearly documented and communicated to avoid unnecessary discussions based on principle.
Clarity of shared ambitions
As central goals, a new, shared vision of the future should be created and a strategy to achieve this vision should be developed. The goals and priorities that are set and agreed upon, as well as regularly reviewed and adjusted as necessary, will help provide direction.
Shared values
A shared vision of how we work together in general and during a transformation in particular (i.e., our essential core beliefs and values) grounds our actions and can serve as a haven for those involved, especially in stormy times.
Psychological safety
During the process of transformation, situations can arise that cause stress or discomfort; emotions may also run high, as many feel overwhelmed. To cope with such situations, it is essential to provide a sufficient sense of psychological safety: the security of being able to express oneself in ways that go "against the mainstream" without feeling exposed. Only then will people open up and be willing to enter uncertain territory
Role models
There are often people who have developed a more sophisticated approach toward change than others. In this context, the question arises regarding which people can handle the tension that exists between dynamism and stability effectively and which can serve as role models. How do they deal with the situation and what can we learn from them?
Roles with special tasks
It is also helpful to assign some people to act as “barometers”, keeping their feelers out and discussing their observations with the leadership or program management. These observations can provide valuable information regarding how much the process needs to be adjusted or where special support is needed. When action is taken, this also serves as a stabilizing element.
Although people and organizations have an inherent need for stability, it is necessary to evolve and ensure sustainable survivability. What we cannot offer is a guarantee that there will be no change, but we can provide enough anchor points along the path of transformation that those affected can experience orientation and security. Therefore, it may be advisable for those responsible for the transformation to ask themselves which of the stable elements are already being used and which could possibly be strengthened. Use this self-assessment tool to evaluate your internal dialog.
Organizations are inherently torn between the need for constant adaptation and the desire for stability. The structure, roles, and power dynamics within an organization strive for balance and predictability. Additionally, organizations often serve to compensate for the lack of stability in their clients' lives, further reinforcing the need for continuity. To navigate transformation successfully, it is crucial to provide stable elements that ensure security and support throughout the process.