Like any group of professionals, change facilitators can develop angles that are damaging to their goals and professional success. The goal is helping a client to realized organization change. Their achievement depends on making that happen. So what attitudes hamper achieving both the goal and professional success?

One angle is the process would work if the client could just get out of the way. If the point is to attain organization change, wouldn’t it be best to let the guru on change utilize their information to accomplish the goal? This perspective ignores a basic principle, which is the change professional is there to the serve the needs of client. More to the point, it is a need which can be accomplished without the change advisor. The expert is there to make the change run more smoothly and with a bigger chance of success, nothing more.

Another wrong attitude can be that members of the organization are taking part in willful obstruction of the method. What the change professional may not realize is that there can be political or physical reasons for what appear to be obstructionist actions. On the political end, the individual that is obstructing may be waiting for a new, more change friendly, executive to take a position. On the physical end, the organization may be finishing a can’t wait production run the organization change would interrupt. There are simply too many factors at work for the assumption to be made that obstruction is occurring without a good reason.

Perhaps the worst assumption that can be made is the players for the organization are not smart. the organization are not smart. The members of upper management in a big organization have their roles because they are smart. Just as the change professional is the guru on change, a manager in an organization is the expert in their own field. They know the boundaries and potential of their business in a way few outsiders can. The change facilitator needs to be aware that lacking expertise in change isn’t a demonstration of an illustration of an absence of intelligence.

Any of these perspectives can undermine the organization change process. The change professional must guard against hasty judgment and poor beliefs. While the reasons for a customer’s behavior may not always be clear, it isn’t not an indication that those reasons do not exist or stem from a dearth of intelligence.

For more information, please see our website: Organization Change