Use graphic metaphors to communicate organizational change

Communication World, Dec, 1996 by Edward J. Cripe

4. Are desired behaviors rewarded or punished? Are undesired behaviors rewarded or punished?

5. Is the information people need to carry out assigned tasks available?

6. Does the structure permit the right people to work together on the tasks?

7. Do people have the skills and knowledge to do the tasks?

8. Are specific tasks clearly identified that will lead to achieving the strategy and goals?

9. Do the strategy and goals ensure that current and future business requirements will be met; are your vision and mission clear; do they have the commitment of top management team?

For each question, a simple yes or no leads to a more in-depth analysis of the sub-system. Again, asking "why?" and "what's the impact on business results?" (or "so what?") can provide a fairly comprehensive assessment.

A more thorough assessment and implementation may be required than what has been outlined here. Interviews with individuals and groups, observation, examination of current processes and systems, and surveys can be used for an in-depth assessment.

Now let's take the overview of organizational change and put it into a graphic metaphorical format that can be communicated throughout an organization.

Metaphors for Organizational Change

Many different metaphors are possible for describing the process of organizational change. The key is to find a metaphor to which the group can relate, so that the concepts and process come alive in a form that is easily understood.

A metaphor that has worked for a number of groups is that of an exploration metaphor. The components of this model are represented in the following way:

Values are sets of real beliefs (in teamwork, customer service, respect for each other, for example) that determine standards of practice. When inevitable changes begin to happen, leaders can inspire employees and move their organizations in new directions if there is congruence with their fundamental values. Employees' commitment and energy is fueled by the values that actually move the organization.

Guiding principles are a philosophy of operations derived from the values. They serve as a code of ethics for operating the business and as criteria against which people can test future decisions. Guiding principles are like wheels; they roll the organization forward. If they are made explicit and communicated throughout the organization, they will drive organizational behavior. (Organizations on the leading edge of service quality typically have guiding principles in employee involvement and empowerment, customer focus, quality, continuous improvement, community involvement and ethics.)

Visions grow out of the natural tension between current reality and desired future states. Leaders must learn how to lift themselves above current realities and practice "helicopter thinking." By hovering over the entire territory, they can get a broader view and begin to visualize the right things to do. Like explorer teams, they articulate these imaginings to each other and work to translate these visions into actual pictures and stories that can be shared widely. Most importantly, when the vision is lived every day, the system begins to move purposefully, realigning from the current reality toward the vision. It energizes and mobilizes people and creates enthusiasm, because it comes more from the heart than from the head. It communicates that which makes you special and unique and sets you apart from your competition.