September 25, 2012
In this series, we’re talking about the prevalence and consequences of victimization during change. I defined a victim as one who feels trapped in negative circumstances with no option but to endure. I contrasted this mindset with that of the influencer (a person who believes he or she has choices to make that have an effect on the outcome of negative circumstances). In this post, I focus on the implications when victimization plays itself out in organizational settings.
September 19, 2012
Many challenges and roadblocks hinder the successful execution of major change, but few rival the obstructive power unleashed when people act as—or allow themselves to be treated as—victims. Victimization is a disease that destroys the confidence a person needs to sustain a transformative journey, and it has reached epidemic proportions among not only targets, but sponsors and agents as well. In this series, I will discuss the basics of the disease, how it breeds in work environments, how change exacerbates the syndrome, and how we can limit victim tendencies in ourselves and others.
September 11, 2012
Last week, I finished my series on the burning platform. I included the original story of the 1988 Piper Alpha disaster, which provided the metaphor that I still use today. I certainly feel a debt of gratitude toward Andy, as well as others who survived and died that day, and their families. Their loss and sacrifice inadvertently provided a mechanism many change practitioners (myself included) have used to help ourselves and our clients better understand the kind of commitment necessary to realize fundamental change. Next year marks the 25th anniversary of the Piper Alpha disaster. A campaign is underway in Aberdeen, Scotland to raise money to maintain the existing memorial and gardens. Please consider making a donation to the Piper Alpha Memorial Fund as a way to express our appreciation for their contribution to our profession.
September 4, 2012
The term, “burning platform” has become a permanent part of the organizational change landscape. In this series, I have described how I found and introduced the story. I also discussed the original purpose of the metaphor and how that intention has sometimes been misunderstood. In this final post, I will describe and some of the implications for change practitioners who incorporate the metaphor into their practice.