Compassionate Change and Enterprise Architecture

Enterprise architecture, as John Zachman said, is about managing change and complexity.

Naomi Karten has an interesting op-ed in ComputerWorld, 19 May 2008, on change management.

Naomi writes: “managers don’t want to have to deal with the resistance and objections and pushback and grousing and grumbling that so often accompany change efforts.”

Change causes angst (hey, we’re all human!):

“The reality, however, is that turbulence is a fundamental part of the change experience. Replace what’s familiar and predictable with that which is unfamiliar, confusing, ambiguous or potentially risky, and people react…Almost any change (and sometimes even just the rumor of a change) upsets the relative equilibrium.”

Reaction to change is deep and occurs on many levels:

“People’s reactions are often more emotional and visceral than logical and rational. Some people display shock, anxiety, fear or anger. Some become preoccupied, absent-minded, forgetful, distracted or fatigued—even if they view the change as positive.”

Change management is important to successfully implementing change, modernization, and transformation:

“You can’t eliminate the turbulence. But you can minimize the duration and intensity of the turbulence, and therefore implement the change more smoothly and with less gnashing of teeth.”

So how do we help people see their way through change?

“What people need most in order to cope is communication in the form of information, empathy, reassurance and feedback.”

Aren’t adults really just big children, with fear and anxiety over the unknown? (Remember the “bogeyman” under the bed?) How many of you with children hear them express some nervousness right before the first day of a new school year or going to a new school or summer camp. It’s human nature. We are creatures of habit; change the structure we are used to and we’re like fish out of water, working just to catch our breath.

The truth is, all human beings are mortal and can be hurt by change. Cut them and they bleed. Pull the rug out from under them and they can fall on their face, especially if they don’t know first that the rug will be moving! That’s what change is—it’s moving the pieces around and expecting a person to know where things are.

As enterprise architects, leaders, change agents, it is crucial that we treat people with respect, dignity, equality and compassion. Yes, “business is business,” but we can elevate ourselves above the everyday tough business decisions, and recognize that our authority, initiatives, and change efforts have a human impact that we need be sensitive to. Part of enterprise architecture therefore needs to be building communication and sound human capital management into our IT planning and governance processes. For example, our transition plan to move from the baseline to the target state needs to not only address business process improvement and technology modernization, but also human capital management.

People need to worked with. They need to understand the changes taking place and how they fit in. They need to have time to adjust. They need support and encouragement. They need to be treated with humanity. Let’s not lose this in our effort to reach for the future state of the organization.

Compassionate Change and Enterprise Architecture