What are the most effective ways to coordinate organizational transformation? Theories and experiences differ widely. Nearly all schools of strategic transformation assume a top-down decisionmaking style that wreaks “transformation” like a plague of new process changes across the organization. When the dust settles, it’s often the case that it was just another re-org, and now the very notion of transformation is relegated to a management fad. You cannot do “transformation” twice in the same organization.
Complexity scientists and strategic thinkers both speak of the dynamics of emergence in change processes. Emergent strategies are powerful for smaller firms, that can prepare for contingencies with strategic options that can be selected over time. Emergent strategy leverages a bias toward environmental scanning and opportunism in the marketplace. Not bad, but not transformative. In the same way, transformation that’s emergent seems a misnomer, the very notion of transformative change implies bold design.
How else can true organizational transformation occur? How about laterally, through locally designed interventions guided by strategy, and energized by the socialization of agreement?
Socialization is a type of organizational routine applicable to any business practice where there’s a need to develop a model routine or new set of skills before rolling it out enterprise-wide. Rather like a real-world scale simulation of the social interaction, tacit rules, and division of roles for a new knowledge practice, a new process, or even simulating the impact of major decisions such a new product or business strategies. Richard Anderson recently cited U of Toronto’s Dean Roger Martin from Connecting, which led me to a 2005 article I wish I had seen 2 years ago: Why Decisions Need Design (which Dean Martin extended in an IIT interview in 2006, Designing Decisions.) He poses some interesting questions, which may not have been answered anywhere since:
These are all manifestations of badly designed decisions. What’s the root cause? The fundamentally flawed design of the decision factory.
Typical decision design demonstrates few of the features of great design, which starts with deep user understanding. The designer dives well below the surface to fathom exactly how someone will use the artifact to be designed. The designer goes beyond understanding the user’s physical and functional needs to determine the user’s deeper emotional and psychological needs.
Do decisions even have “users” who need to be deeply understood? Indeed they do: Anyone whose subsequent decisions and actions are shaped and constrained by a given decision is a “user.” So if corporation decides that all divisions will cut costs by 10%, or deploy Six Sigma, or adopt a shared-services model for info tech, many divisional managers will be users of these decisions.
Socialization provides a way for organizations to adopt and diffuse reliable, resilient capacities for new knowledge-based practices, such as the high-knowledge value skills of User Experience. I thought the familiarity of “socializing,” which the literature references as an HR onboarding process, would inspire its adoption in large product companies, where new management approaches may be perceived as threatening established orders or as fads. Socialization is based on research and practical consulting, and it passed both tests – making it a stronger Some of these ideas were published in a recent business research volume (Jones, 2007, Socializing a Knowledge Strategy), and an upcoming Boxes and Arrows article, We Tried to Warn You, based on last year’s IA Summit panel on Learning from Failure.
From Socializing a Knowledge Strategy, just published in Abou Zeid:
Socialization presents a meaningful alternative to formal management and institutionalization of user experience and IA practices, to either establish or improve a core competency. Socialization developed from two different directions and drivers, and its satisfaction of both shows its reliability. One driver was for organizations to rapidly create a new business function or process requiring unique, often rare knowledge-based skills that require significant development time and investment. Socialization allows organizations to leverage their current capacities by supporting a bottom-up formation of skills and practices optimally suited for the organizational setting. We have found that when externally developed processes are “imported” into established organizations, they are often likely to fail. However, functionally similar practices can be organically co-designed and accelerated within the course of state-of-the-art consulting support within the context of a significant project.
All that is to say, those closest to the practices should develop and own the practice, sharing its value both laterally and
vertically. Minimal, but loyal, executive support is necessary to legitimate the practices as they interfere with established practices and traditions, thus allowing the new process to take hold and become sustainable over time.
If you’re interested in the theoretical foundations, see support from Ciborra, Orlikowski, Christensen, Raynor, Boland, Zack, and Penrose,