Critical Mass

Critical Mass

CHANGE ARTICLE 4

In nuclear physics, we learn the concept of "critical mass". Paraphrased, it states that a change will not occur until a significant amount of new matter is introduced to destabilize the current situation. We have investigated the frustration experienced by staff members returning to their organizations with new skills from external training programs. They often lament that they are not given a chance to utilize skills. They never get to implement any new learning from the training they received. This starkly contrasts with the sense of vibrancy and mood to adopt new learning and technique that is immediately apparent where our organization has conducted departmental or organization wide staff training programs. The secret seems to be in numbers.

 

We came to the conclusion that a single entity going back to their organization had little or no hope of ever introducing change on their own. Whereas when we trained a team on 10, 15 or more persons from the same organization, they formed a nucleus of new ideas that had the potential to begin to influence and affect change in the organization. The frustration faced by the "single candidate" is that nobody else understood what they were talking about. The single candidates efforts were rubbished every time they made an effort to introduce the new. Even excellent ideas got the same treatment. But when a few more people are "in the know" the concept could spread, take root, influence others and soon gather enough momentum to sell itself.

 

Herein is a powerful strategy for successful change. Work hard to develop a critical mass for change and soon change will take on a life of its own. Don't give up before you have developed a critical mass ideas concepts, methods, ideas and people. In the mid '90s one corporation I worked for conducted a training program on appraisals for senior staff, it was only five years later when they invited us to conduct the program for junior staff did the "new" program start to pay dividend. A similar parallel can be drawn from the populist or global "multi-party"political movements that began in the early 90's.

 

So how do managers incorporate the critical mass theory in change strategy? First, identify key players in the organization who will be able to drive change. These may not necessarily be senior staff (they may be opinion leaders among junior staff), but those who are able to make crucial links to organization wide communication networks. Select them for their ability to communicate an authentic believable message. Such persons often have moral authority and earned respect of the people they lead in the organization. Engage them in feedback sessions thrashing out core issues facing the organization. They probably know something you do not. Enlisting their support will ensure you stay clear of organizational minefields in your change efforts. These people are critical change agents.

 

Next; agree on the principle issues that need to be addressed and empower change agents to undertake the necessary reforms. Agree on the communications strategy to be employed by your critical mass team to reach the rest of the organization. Finally support the process with your full authority through periodic intervention at opportune moments to overcome hurdles until the change process gains enough momentum to overcome un-constructive opposition.

 

In another article, A NEW BOSS, we discussed managing change under a new leader and how the promises made by the leader translate into deliverables by the managers. Managers in change situations, therefore, cannot afford to be skeptics but must act as agents. Developing critical mass for change is one way managers can tackle the challenge of successful organization change.

 

Allan Bukusi, 2003