Sometimes we just have to vent our frustrations. This is especially true in times of change. One example of this has stayed with me for a long time. It was triggered by a simple question I put to a
group of twenty managers I was working with to introduce a ‘health and safety focused culture’ at a utilities company. Right at the outset I said, “Before we start, are there any thoughts you’d like to share?” This unleashed a tirade of concerns and complaints, many going back years, about under-resourcing, lack of promotions, working conditions, and lack of visibility of top management. Only after an hour of heated discussion and venting of long-held frustrations were people ready to contemplate changes to health and safety.
It was still a tricky workshop, but it would have been impossible without giving people the opportunity to have their frustrations acknowledged. Venting: A Key Part of Successful Change.
The Timeline Technique
I have seen the same thing happen time and again across different industries, countries and changes. Organisational change can act as a lightning rod for unresolved grievances. One excellent tool I use to deal with such frustrations head-on is The Timeline Technique*. It involves revisiting the ups and downs of past changes, recognising the benefits achieved and venting any lingering frustrations.
Conclusion
Bringing long-standing grievances into the open has allowed me to acknowledge them and deal with them effectively, helping to clear the way for successful organisational change.
*See page 106 of ‘The 5 Forces of Change: a blueprint for leading successful change’.
#organisationalchange #culturechange #resistancetochange #transofrmationalleadership #changeleadership #dialoguediscussion
Venting: A Key Part of Change. For more on this read ‘The 5 Forces of Change’ and ‘5 Tales of Change‘
