August 1, 2006
Slot Machine Law Firm Management
Law firms and commercial companies have been destroyed by slot machine management— a bad managing style that I call “the compulsive gambler.”
The compulsive gambler doesn’t understand “change”. As noted in my post dealing with change management, we implement change to move from one level of benefit or performance to another. But change creates a temporary downward spike that lowers benefit or performance.
The change curve turns up and achieves the targeted goal only through KASH. KASH stands for new knowledge which, with the right attitude, provides new skills which, through use, become habit. It is at the point where new skills become habit that the change curve moves up toward our target. But this takes time. The bigger the change, the more time required.
The compulsive gambler doesn’t understand the change curve. He or she reacts to the downward spike by pulling the slot machine handle implementing more change—“That didn’t work…let’s try again, again, and again.” The result is a downward spiral from one downward spike of the change curve to the next and then the next!
Managing change is a skill, and you have to know when to hold or fold your cards. You can’t stay with a change that remains in the valley of despair forever, but you have to give change enough time to work. The key is managing change. Change implemented with the command “Do it because I said so!” is unmanaged and may or may not succeed. Managed change will succeed unless the change itself is flawed. How do you manage change?
- Form change groups. Involve those to be affected by the change in the planning process. Put them in charge of developing programs to give those involved the new knowledge needed.
- Explain the change curve so that those involved in the change or affected by it understand not only the goals but the temporary reduction in performance or benefit that will occur until new skills are transformed into habit.
- Create programs to encourage the right attitude. Communicate why the change is being made and how the change is expected to benefit the organization, individuals in the organization, and the customers or clients the organization serves.
- Pay extra attention during the change period. The extra attention will tend to flatten the downward spike of the curve and help it turn up sooner rather than later. Set short-term, low goals. Measure and communicate progress. Use ceremonialism—recognize accomplishments with awards, certificates, or just plain old-fashioned public pats on the back.
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Filed under Management by Tom Collins