The Politics of Change: It’s Not Just About Strategy
When we talk about organizational change, we often focus on strategy. But there’s something more powerful at play—something hidden beneath the surface. It’s the politics of change. And this politics isn’t about the usual office power plays, it’s about something deeper: the unconscious drive for belonging.
In many cases, the success or failure of change initiatives isn’t determined by how well the strategy is executed. Instead, it’s shaped by the unspoken dynamics of relationships, emotions, and culture. The need to belong is a powerful force that influences how people react to change. But to understand this, we need to look beyond the surface and dig deeper into the psychology of people and groups.
The Hidden Forces at Play
Change isn’t just about systems and processes. It’s about people and the complex web of relationships that exist within an organization. The political landscape of change is shaped by people’s motives, alliances, and even their subconscious need to fit in.
Eric Berne’s *The Games People Play* is a useful framework for understanding the subtle, often unconscious, games people play in organizations. These “games” aren’t always negative, but they can create patterns of behavior that influence decisions and actions. Often, these dynamics play out without anyone realizing it, yet they have a profound impact on the success of change efforts.
Beyond Strategy: The Power of Alliances and Enmities
Politics in organizations is about alliances, partnerships, and enmities. But these aren’t always visible on the surface. Many of these relationships are formed based on unspoken needs for belonging and validation. People tend to align themselves with others who share similar values, experiences, or goals, and these alliances play a significant role in how they approach change.
It’s important to recognize that politics isn’t just about the visible power struggles between leaders. It’s about how people form informal networks that influence decision-making. These networks shape the direction of change and can make or break its success.
Systems Theory: Emotion and Culture in Organizational Change
Systems Theory and Complex Adaptive Systems (CAS) teach us that organizations are dynamic, interconnected, and constantly evolving. These systems are not just mechanical—they’re susceptible to human emotions and cultural forces.
When we think about change from a systems perspective, we must also consider the emotional undercurrents that affect individuals within the system. Emotions like fear, excitement, trust, and insecurity can influence how people respond to change. The success of a change initiative often depends on how well these emotional factors are managed.
The Influence of Memetics and Fashion
Memetics— the study of how ideas and behaviors spread—helps explain why people adopt certain behaviors or attitudes during change. People often conform to social norms and follow trends to fit in, even if they don’t fully understand the reasons behind them. This is especially true in organizational change, where employees may “go along with the flow” of a new direction because they want to feel like they belong to the larger group.
The concept of *zeitgeist*, or the spirit of the times, is closely related. It suggests that people tend to adopt the beliefs and behaviors that are “in fashion” within their organization or culture. During a period of change, this can mean that people align themselves with whatever the dominant narrative or direction is, often because they want to belong.
In-groups, Out-groups, and the Need for Belonging
The need to belong is a primal human drive. Within organizations, this manifests as the creation of in-groups and out-groups. In-groups are those who are seen as “insiders”—people who share common goals, values, and beliefs. Out-groups, on the other hand, are those who are excluded, whether intentionally or unintentionally.
In times of change, this dynamic becomes especially important. Those who feel like they belong to the in-group are more likely to support change, while those in the out-group may resist, even passively. The fear of being excluded from the in-group can be a powerful motivator, influencing behavior in ways that may not be immediately obvious.
Top Tips for Navigating the Politics of Change
1. Map Relationships: Understanding the relationships between people can help you identify informal networks and alliances that may influence change. Use tools like Geno maps to visualize these relationships.
2. Pay Attention to Unspoken Dynamics: Not everything that shapes change is said out loud. Observe how people interact, the body language they use, and the conversations they have behind closed doors.
3. Acknowledge the Role of Emotion: People’s emotional responses to change can be just as important as the logical reasons behind it. Be mindful of how people are feeling about the change and address concerns directly.
4. Create Inclusive Spaces: To minimize resistance, work on creating an environment where people feel included. Those who feel part of the change are more likely to support it.
5. Leverage Group Influence: Group dynamics can be a powerful tool for driving change. Understand how groupthink works and use it to your advantage by building a coalition of people who can influence others.
6. Be Culturally Aware: Understand the culture of your organization and how it influences behavior. Culture can shape how people react to change, so tailor your approach to fit the cultural norms.
7. Be Patient with Resistance: Resistance to change is natural, but it often stems from fear of exclusion or insecurity. Take the time to understand the root causes of resistance and address them empathetically.
Self-Evaluation Checklist
1. Have I identified the key informal networks within my organization?
2. Am I paying attention to how people feel about the change, not just what they say?
3. Do I understand the emotional undercurrents that might affect the success of this change?
4. How can I create a sense of inclusion for those who might feel like outsiders during this change?
5. Am I acknowledging the role of cultural norms in shaping how people react to change?
6. Have I mapped out the potential in-groups and out-groups and developed strategies to minimize division?
The politics of change goes beyond strategy. It’s about understanding the hidden dynamics of belonging and exclusion. How are you addressing these unconscious forces in your own change initiatives?