Three Myths of Change

Author and mythologist Betty Sue Flowers (2007) says that a myth is a belief or story that we've stopped questioning. Although myths are neither inherently good nor bad, when we accept a myth as truth, we develop a blind spot - a learned cluelessness - about that topic.

In this issue, I examine a few myths that underlie the notion of "change management." In fact, I question the premise that change can be managed and offer several alternative approaches that have been helpful in my practice.

Myth 1: Change Starts at the Top

This myth follows logically from the belief in the heroic leader, the "great man" who rides into town and single-handedly saves the day. Our default assumptions: Leaders are located at the top of the hierarchy (e.g., "bosses") and are deemed to be "great" when they demonstrate toughness, decisiveness, and individual courage.

Myth 2: Prediction is Possible

Traditional change-management theories look at the organization as a machine. They assume that the organization operates logically and that change can be predicted, planned, and executed by a small group of experts.

Myth 3: Control Equals Efficiency

Over the last century, this deeply held belief in efficiency and control has manifested itself in several ways. First, because we assume that people can't be trusted, we have created multiple ways to manage and regulate their performance.

Approach 1: Use New Metaphors

Organizations are not machines; they are living human systems. So we need to find more-dynamic metaphors to describe them. Olson and Eoyang suggest a jazz-ensemble metaphor. Jazz musicians are self-organizing, continually creating, listening, and adapting to the moment.

Approach 2: Do Less Planning and More Experimenting

Researchers at Babson College found that entrepreneurs are not great risk-takers but that they are great learners. Instead of spending a lot of time thinking and analyzing, typical entrepreneurs move into action, taking the next step and learning from it.

Approach 3: Celebrate Disruption

It seems to me that most meaningful change is the product of debate, difference, and, sometimes, fierce disagreement. Real change happens when people and organizations begin to consider other perspectives.