Abstract

Have you felt like youve been through a war with downsizing and reengineering?
Is implementing new workflows and new business processes causing significant
organizational resistance to change at your company?
If your new process implementation has produced a corporate culture backlash, it doesnt mean
youre doing it incorrectly. You may need to supplement your approach with an additional process
that directly addresses the people and organizational issues. You can successfully manage and
even enhance the effects of reengineering and new processes in several ways. You must define the
contextual conditions reuired for effective rapport building and inuiry!advocacy within your
company. "fter you have done that, provide the necessary skills to create these conditions. You
can further strengthen this process by testing and confirming skills acuisition. #inally, apply this
new knowledge to both the process and to yourself.
Introduction
In $%eengineering the &orporation,' (ammer and &hampy state that $as many as )* to +* percent of the
organizations that undertake a reengineering effort do not achieve the dramatic results intended.' ,espite
this billions of dollars are being invested yearly in reengineering and new process implementation efforts,
and companies are throwing their whole focus behind many of these efforts today. -hat is missing behind
those efforts that fail? -hat is the magic ingredient used by those companies who successfully
reengineered and applied new process solutions?
"sk consultants to describe the current deficiencies in managing reengineering pro.ects. /ome will
suggest these deficiencies are due to a lack of communication. 0thers will point fingers at senior
management. #ew will address the issue of corporate culture. -hy? 1here are two possible reasons2
3. &onsultants rarely have been actual internal team members of a reengineering effort,
experiencing the process on a day4by4day basis, personally experiencing the internal difficulties
involved in the pro.ect.
5. #ew consultants offer practical steps on how to handle $corporate culture' issues. 1hey simply
choose to ignore them.
1he path of reengineering and new process implementation certainly is not smooth. "s ,r. (ammer says,
$6ot only are you trying to solve an insolvable problem, but people are shooting at you while you do it.'
In an interview about his book, $%eengineering %evolution 2 " (andbook,' (ammer admits he left out
the $human side' of reengineering, acknowledging it as the harder part. 1he many reengineering case
studies show that the surfacing of corporate culture issues is due to two very powerful forces that are
occurring in companies today. 1he first of these forces is business process
3
reengineering7 the second is
the new ability of companies to provide widespread access to critical company information.
1
Where a process is defned as a condition, a mode or state of working, brought about by a series of actions,
changes, or functions.
-ithin the corporate environment, open access to information is occurring with the introduction of new
on4line analytical processing tools 8such as 9//:ase;7 groupware 8for example, <otus 6otes;7 and the
burgeoning Internet and -orld -ide -eb. 1hese technologies enable and empower new business
processes. 1hey provide information access to those individuals and groups within the company who
were previously denied this level of information. In the past, information was power within a corporation.
1oday, with the internet on every desktop, access to information is synonymous with power. -hen all
employees can easily obtain nearly identical information, synthesis will become the foundation for power.
1he individual and the team who synthesize multiple sources into a coherent whole, and distribute useful
and timely information, will become the power center within the organization. You will still have who
horde and attempt to control information will become, however, there will be a higher level of
polarization within the company as these two competing and conflicting forces play out.
=roviding open and dynamic access to information profoundly impacts corporate culture. (owever, a
lack of attention to the impact of business process changes on people, combined with open access to
critical company information, creates a sometimes subtle, sometimes dramatic resistance to
implementation. -hen a company embarks on a mission of implementing change, an additional focus is
reuired to solve the problems that develop along the way. It takes an innovative process to manage this
resistance and utilize its hidden, but beneficial potential. 1he first step in establishing this process is to
create a foundation, a context within which it can start and ultimately flourish. " company4wide rapport
8nurtured with empathy; is the proper context to establish.
How to Develop the Correct Context for Rapport and Empathy
&ontext. 1he circumstances in which an event occurs7 a
setting.>1he "merican (eritage ,ictionary
" company must consciously start to create $a setting' that2
/upports mutual trust and affinity.
&ommunicates clearly that the company believes in establishing rapport and empathy across
all levels to help foster success and profitability.
%esolves issues and finds reasonable solutions for all individuals seeking mutual
understanding.
?nfortunately, by ignoring the need for rapport, many companies create a negative context, often
resulting in divisive behavior. " company can damage and often destroy the context of rapport and
empathy by taking the $someones to blame' stance. "s organizations downsize, reengineer, and
implement many new technologies, it is easy to forget that process redesign often means starting from a
blank sheet. "s the new process rolls out, errors can and do occur. @anagement often focuses on the pure
content of the situation, the event or the problem, instead of the overall reengineering process.
"s many companies have a $blame complex,' you should work to build a new context wherein success is
a process, not an event. #or example, this process should comprise a set of assumptions, such as the
following2
&ontinually strive for the best and realize that no amount of planning or strategizing can fully
cover the richness, complexity and uniueness of a concrete situation.
&orrect any error, although it is unlikely that the action you design and implement will be
adeuate to prevent its repetition in a new situation or context.
&onsider your past actions merely steps along the path towards perfection. &onsciously
learning from your past means you are at a better place now than you have ever been and you
are going toward an even better future.
#ocus on the process of perfecting your actions and strategies, not on whether you are
perfect.
%ealize that at the outset of every $bad' action lies a good intention. @istakes will not be
made intentionally, but they often occur out of ignorance or unpredictability 4 $never assume
maliciousness when stupidity and ignorance will do.'
" problem behavior is a perfectly understandable response to a past context in which a person had limited
information and understanding. =erceiving that someone has good intentions changes our response when
the person is exhibiting problem behavior. "gree with the persons intention and validate his or her
humanity, even though you dont or cant excuse the behavior. Instead of bickering or blocking, .oin in
the search for alternative behaviors that achieve mutual satisfaction.
Airginia /atir, a noted psychologist, said, $=roblems will always be with us. 1he problem is not the
problem7 the problem is in the way people cope. 1his is what destroys people, not the Bproblem.C 1his
level of understanding in a team context allows people to $own up' to failures and mistakes so they can
be uickly resolved.
1he focus moves from the uantity of mistakes to an individual, team, or organizations ability to respond
to errors. In ,aniel Dolemans book $9motional Intelligence' he discusses how our view of human
intelligence is far too narrow, ignoring a crucial range of abilities that matter immensely in terms of how
we do in life. Doleman writes, $1he single most important factor in maximizing the excellence of a
groups product was the degree to which the members were able to create a state of internal harmony.' In
Dolemans studies on the $stars' in companies who were able to complete ma.or pro.ects he says, $the
critical differences emerged in the interpersonal strategies Bstars used to get their work done. 0ne of the
most important turned out to be a rapport with a network of key people.'
The Meanin of your Communication is the Response it Elicits
-hen it comes to communicating, act in accordance with this assumption to remove the $us versus them'
attitude. Imply a relationship and a personal responsibility to communication. "ll employees should
recognize that their communication can impact others in ways that may be different from their intention.
If employees want to accurately express ideas, what they say and how they say it should be weighed
carefully before the words are spoken.
If an individual communicates one thing, and the receiver doesnt understand it, it is no longer the other
persons $fault.' It is now the responsibility of both the communicator and the receiver to understand why
the message is not getting through and to try again. (owever, even with good intentions and the best
communication possible, some people will still resist change. 1o support the entire company in
responding to change it is necessary to add another assumption that combines compassion with strength.
,uring the implementation of any ma.or corporate change people find $innovative' ways to restrict
progress, often by simply not providing support. "t this .uncture in the process, it is important to strike a
good balance between supporting people and getting the .ob done.
!e Touh on !ehavior" and #upport $eople
@ake it clear to everyone that ideas and feelings will be considered, but any action or behavior that is not
consistent with the new governing values will not be tolerated. 1his not only gives people a sense of
support, but also delineates guidelines of what can and cannot be done. -hen reengineering began at
(allmark, the president said, $-e are embarking on a long .ourney, on this .ourney we will carry our
wounded, and shoot the stragglers.'
/upporting individuals at the beginning, middle, and end of this long march reuires that they have a
greater sense of purpose and self about what they are doing. 1his is the key because during this time
employees are encouraged to have a greater perception of me.
In 1he #ifth ,iscipline =eter /enge states, $-e are used to thinking of compassion as an emotional state
based on our concern for one another. :ut it is also grounded in a level of awareness. ... as people see
more of the systems within which they operate, and as they understand more clearly the pressures
influencing one another, they naturally develop compassion and empathy.'
(arvard :rown E &ompanys Derald 0,wyer
5
describes four main phases of growth2
3. "t the first level, people often behave with the attitude of me as myself > the main
concept being $blame.' "t this level it is commonly felt that $I could get my .ob done if others
would leave me alone and do their .obs.C 1his can be destructive in any collective enterprise.
5. "t the second level, a person can feel as me as the group. 1he concepts here are
responsible, one4way, and static. "t this point an individual feels accountable and holds others
accountable. (e or she does the .ob and expect others to be responsible too, but does not
encourage others to be responsible in return.
F. 1he third level is I am the team. (ere the concepts are2 discovery, curiosity, learning,
understanding, two4way, and dynamic. In this state an individual holds others accountable for
being responsible and actively encourages others to hold themselves accountable. 1he
individual actively follows up with others to understand the situation when commitments are
not kept. 1his level provides a good platform to work from, but can still allow independent
$turf battles' or $isolated information silos' to occur within a company. "lthough the
individual focuses on the solution, he or she can still fall back to working at the level where
2
Communicate to Get the Response You Want - Harvard Brown & Company.
the initial problem resided. "lbert 9instein said, $1he significant problems we face cannot be
solved with the same level of thinking we were at when we created them.'
G. 1he fourth level is I am the organization. (ere the concepts are2 discovery, curiosity,
learning at an organizational level, explainable, and systemic. 1he individual acts bilaterally
with others and seeks to see the $big picture.' 1he individual actively coaches others to do the
same and regularly engages in dialogue with them to gain mutual understanding.
1he following table summarizes these four states stages and the attitudes associated with each stage.
$erceptual $osition Concepts
@e as @yself :lame, problem
@e as the Droup %esponsible, one4way, and static,
problem
I am the 1eam ,iscovery, curiosity, learning,
understanding, two4way,
dynamic, solution
I am the 0rganization ,iscovery, curiosity, learning on
an organizational level,
explainable, systemic, process
:y providing a focus on rapport building and support, individuals can widen their perspective of who they
are in the organization. 1his in turn can lead to a greater sense of ownership in every day activities and as
a conseuence a reduction in issues that span the boundaries of separate departments. &reating a context
for rapport and awareness is necessary to the success of the organization. :ut it is not sufficient. "n
additional context needs to be added. 0ne that is based on inuiry into the deeper, more obstinate issues
in the company. -e need to address those issues that never seem to be resolved and continually reappear
in spite of the best efforts of management and consultants alike.
%bstinate !usiness Issues and Effective Action #trateies
-ithout effective action the above new context will not produce the necessary changes. In fact it will
probably be viewed cynically as more management $fad surfing
F
.'
1o make the new context a reality, skills and action strategies must be developed and relevant training
provided. 1hese elements must support the elevation of the key business issues that have, so far, resisted
a solution. "ction strategies need to be implemented and they must support an effective dialogue of
inuiry and advocacy to resolve problems. "lthough these issues have always existed within the
organization, they have been buried in the mire of inefficient communication. Implementing new business
processes can highlight these issues and make them more visible. 9xamples
G
of the key business issues
include2
"ctions intended to increase understanding and trust often produce misunderstanding and
mistrust.
:laming others or the system for poor decisions.
0rganizational inertia.
?pward communication for difficult issues is often lacking.
:udget games are necessary evils.
=eople do not behave rationally, even when it is in their best interest to do so.
1he management $team' is often a myth.
=rofessor &hris "rgyris
)
of (arvard ?niversitys 9ducation E 0rganizational :ehavior department argues
that these issues are based upon defensive routines and, at their source, are grounded in individuals
embarrassment and fear. -hile a team may work well on standard problems, when confronting complex
issues that are embarrassing or threaten, $their Bteamness seems to go to pot'9rror2 %eference source
not found as their defensive routines surface. 1hese routines take the form of policies or actions which
prevent individuals, groups, and organizations from experiencing embarrassment or threat. @oreover,
these defensive routines are $self4sealing.' #or example, if an action that helps to reduce embarrassment
is made public, it would be ineffective. 1herefore, it must also be hidden.
3
Fad Surfng : The practice of riding the crest of the latest management panacea and then paddling out again just in time to
ride the next one; always absorbing for managers and lucrative for consultants; frequently disastrous for organizations. From
Fad Surfng in the Boardroom : reclaiming the courage to manage in the age of instant answers by Eileen C. Shapiro
4
Knowledge for Action : A Guide to Overcoming Barriers to Organizational Change / Chris Argyris, 1993.
5
Overcoming organizational defenses / Chris Argyris, 1990.
:usiness issues>found within both the organization and the individual>spawn rationality, excuses, and
statements that perpetuate negativity. /ome examples are2
$-ell thats the way it is and its always been like that '
$Its always managements or the employees fault. -hy cant they see we have to change?'
$You cant do anything with those people over in HHHHHHHHHHHHHHHHHH 8insert a department
name;7 they .ust dont listen.'
@ost corporations reinforce the context by not investigating these issues , but instead rewarding those
who excel in advocating their views without probing internal issues. "s /enge uestions, $-hen was the
last time someone was rewarded in your organization for raising difficult uestions about the companys
current policies rather than solving urgent problems?'
" new set of action strategies for effective dialogue needs to be adopted. 1o create a new process of
openness, rapport, and acceptance of change, consider the following2
"dvocate your position.
9valuate the thoughts and actions, not only of others, but of yourself as well.
"ttribute causes for whatever you are trying to understand.
,o not bypass and cover up embarrassment or threat7 they are actively hunted and engaged.
"sk uestions if you see a mismatch between what is said and the conseuences of what is
communicated.
Effectively #upportin Action #trateies Re&uires #'ills
1he most difficult skill reuired to support the new strategies is the engagement of embarrassment or
threat. 9xtensive training and practice in certain skills is crucial to the successful implementation of this
process. 1wo skill sets are reuired2 #irst, building and maintaining rapport and second, effective inuiry
and advocacy.
In 9motional Intelligence Doleman states that rapport and empathy are $fundamental to the skill of
management.' :ut rapport without a focus on addressing the crucial issues will not support successful
businesses. In 1he #ifth ,iscipline /enge states that $without the interpersonal skills, learning is still
fundamentally adaptive, not generative. Denerative learning ... reuires managers with reflection and
inuiry skills, not .ust consultants and planners. 0nly then will people at all levels surface and challenge
their mental models before external circumstances compel rethinking.'
@any institutions offer development and training of interpersonal skills in inuiry and advocacy. 0ne of
the most effective investigations was done in the mid43I+*s by John Drinder, a =rofessor at ?& /anta
&ruz and %ichard :andler, and following them by &ameron, Dordon, and <ebeau
K
, in modeling and
reproducing human competence. Drinder and :andler believe that, $=eople do not operate directly on the
world, but operate necessarily on the world through their perception or model of the world.' In "rgyriss
terms this model would be the governing values, the inner values of the individual or organizations. ?sing
the tools developed by Drinder and :andler it is possible to train and develop the necessary interpersonal
communication skills reuired to deal with the obstinate issues mentioned above. 1he issues that are
typically raised during reengineering and new process implementation.
Rapport !uildin is (undamental
,ealing with embarrassment or threat can be handled effectively in an environment that rewards rapport
and empathy. Drinder and :andler have proposed the following specific skills2
,etermining an individuals internal representational system.
/creening for an individuals communication predicates.
,eveloping personal perceptual acuity while communicating.
=acing and leading during communication.
?nderstanding and using perceptual positions.
,ealing with conflict using small chunk reframing of conversational assumptions.
"s teams replace the individual as the $work unit,' Doleman suggests that $emotional intelligence, the
skills that help people harmonize, should become increasingly valued as a workplace asset in the years to
come.' "fter you have developed rapport you need to address the crucial issues that have resisted efforts
in the past. You need to be proficient in both inuiry and advocacy. &hange teams often focus too much
on advocacy and too little on inuiry. "sking a uestion that has a clear intention is often the best way of
advocating a particular position.
/kills reuired for inuiry and advocacy include2
,etecting deletions, distortions, and generalizations.
"sking uestions that support well4formed outcomes.
&reating and anchoring new action strategies and governing values.
?sing language presuppositions to support new states of understanding.
1raining and applying these skills can help you establish a powerful position in favor of resolving crucial
issues. "t the least, you raise all the potential issues so that decisions can be made consciously and with
an understanding of the ramifications. ,oing this in a context of open inuiry elevates the awareness level
6
The Emprint Method : A Guide to Reproducing Competence / Leslie Cameron-Bandler, David Gordon, Michael Lebeau
from the issue itself to a higher context of the team or organization. "chieving this, you have begun to
fully implement and nourish the initial contexts of rapport and effective dialogue. 0nce we start to
achieve this you need to review the efforts you have made, then test and measure to determine your level
of success.
Confirm and Test for the )overnin *alues to $roduce Results
1he axiom $If you cant measure it, you cant manage it' is also true with this process. (ere,
measurement means not only the implementation of new culture rules, but also how effective the actions
and behaviors of everyone in the company are in establishing rapport and open inuiry. @easuring these
elements can be achieved through a number of forums, including surveys and focus groups. "nother
forum might reuire that members of the change team attend departmental staff meetings and observe the
level of openness and discussion of crucial issues. 1hese and additional forums should be used to collect
information and determine the success of the new process.
"nother tool to confirm and test for changing cultural values is the $employee performance review.' 1his
should involve as many people as possible who interact with the employee being reviewed.
(aving a $FK* degree' review can provide valuable information to an individual who is a member of a
team. @any people may fear such a review as they might be apprehensive of the response from people,
either peers or fellow workers. :ut we can no longer afford such an attitude in todays business. 1he
work accomplished within a company is often beyond the scope and capability of one person. " fair and
complete review by as many people as possible who interact with you can be a treasure trove of
information in how you personally can become more effective and thus more valuable to the company.
/imilarly, the change management team reuires review by the people in the company with whom they
are working. " key ingredient in measuring change is to measure the people in charge of change.
The Corporate Renaissance !ec'ons throuh #elf+Application and Action
1his process is not done by the change team in isolation. 6or is it used by the team as a scientist would
run mice through a maze. 1his process must not only be done at the organizational and individual level
but also actively used and integrated by those who seek to use it within the company. /elf4reflection and
engaging hard embarrassing issues becomes crucial. If the implementation team cannot create a role
model for the new behavior, this will carry over to the rest of the company and foster increased cynicism
or contempt. Implementing this process becomes an exercise of self4referencing both for the company as
well as the implementation team. 1he key uestions to ask are2 '-hat are you covering up?' and $-here
are you feeling embarrassed or afraid?'
Conclusion, -.ou Must /ive the Chane0
,o you recall the two uestions posed earlier in this white paper?
$-hat was missing behind the efforts of those who fail?'
$-hat was the magic ingredient used by the companies succeeding in the reengineering
process and the application of new business processes?'
"pplied to either uestion, two essential elements are reuired2
3. " clear and practical plan of action.
5. " commitment to continually fostering rapport and inuiry at all levels within a company.
1his flows from the organizational level, through the team level of departments and the management
team, down to the personal level. &reating a new context of rapport and open dialogue while learning and
using the skills sets needed to establish and maintain these states can shift corporate culture from a
dysfunctional state to one that supports growth and change. :y unifying the separate elements of
organizational and technical change, it becomes possible to create an ongoing and self4sustaining process
that supports continuous growth. In summary, the steps in managing the backlash by the corporate
culture to reengineering and new business processes are2
3. &reate a context for rapport and effective dialogue within your company.
5. 1rain the people in the skills needed to succeed.
F. ,evelop an action strategy that supports open discussion, effective inuiry, and advocacy.
G. &onfirm and measure at each step in the process.
). &ontinually re4apply the process to the organization, employees, management, and to the
implementation team.
:y implementing this process you can successfully manage and enhance the effects of reengineering and
new business processes. ?se them as a leverage to deal with your companys most persistent issues. You
can bring a company from culture backlash to renaissance. 1o make this process work it is not sufficient
to simply practice the skills.
#inally, as one noted change manager of the 5*th century said, $You must live the change.'
+
7
Mahatma Gandhi
!iblioraphy
"re you smart enough to
keep your .ob ! "lan
#arnham
3II
K
@anaging your career, #ortune magazine, January 3), 3IIK,
pFG.
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and
learning ! <. "nderson
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G
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%esponse You -ant !
Derald 0,wyer
3II
)
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#rancisco, IG35F 8G3); I5N43N+)
,ouble <oop <earning,
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E Instruction2 1he 1heory
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)
1he 1heory Into =ractice 81I=; database is a tool intended
to make learning and instructional theory more accessible to
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can also be accessed by learning domains and concepts. It
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9motional Intelligence 2
-hy It &an @atter @ore
1han IM for &haracter,
(ealth and <ifelong
"chievement ! ,aniel
Doleman
3II
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:antam ,oubleday ,ell =ublications, 6ew York., F)5 p.
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#rogs into =rinces 2 6euro
<inguistic =rogramming !
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I
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)
?niversal press syndicate company, I/:62 *4NFK54*G3)4N,
library of congress card number 2 I)4+I*I*
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Onowledge for "ction 2 "
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:arriers to 0rganizational
&hange ! &hris "rgyris.,
9dition2 3st ed.
3II
F
/an #rancisco 2 Jossey4:ass, xviii, F*I p. 7 5G cm., /eries2 "
Joint publication in the Jossey4:ass management series and
the Jossey4:ass social and behavioral science series, <&
&all 6o.2 (,)N.N ."+GG 3IIF, ,ewey 6o.2 K)N.G!*K 5*,
I/:62 3)))G5)3IG 8acid4free paper;, 6otes2 Includes
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/ub.ects2 0rganizational change 44 (andbooks, manuals,
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%eading, @ass., "ddison4-esley x, 55F p. illus. , <& &all
6o.2 (,)N.N.(F)K, ,ewey 6o.2 K)N.G*K dc5*, I/:62 *4
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/ub.ects2 0rganizational change, &orporate
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1he 9mprint @ethod 2 "
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&ameron4:andler, ,avid
Dordon, @ichael <ebeau
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%eal =eople =ress, :ox # @oah, ?tah NG)F5, I/:6 *4
IF5)+F4*54I, <ibrary of &ongress 6umber N)4N*G)+
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1he #ifth ,iscipline 2 1he
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&urrency ,oubleday 2 6ew York., G5F p. illus. , <& &all
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FN)45K*I)4G, 6otes2 Includes bibliographical references.,
/ub.ects2 0rganizational effectiveness, -orkgroups.,
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1he 6ew =eoplemaking !
Airginia /atir
3IN
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/cience and :ehavior :ooks, 3INF, =alo "lto, &".
1he %eengineering
%evolution 2 " (andbook !
@ichael (ammer
3II
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NN+F*4+FK43, 6otes2 Includes bibliographical references.,
/ub.ects2 0rganizational change, Industrial @anagement.,
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1he /tructure of @agic 2 "
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&ommunication and
&hange ! John Drinder,
%ichard :andler
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=ublisher2 /cience E :ehavior :ooks, 3I+) I/:62
*NF3G**GIN, <ibrary of &ongress number +)435G)5