People who want change but lack the necessary legitimization power to
sanction it themselves operate in three basic ways:
- Some stay within the boundaries of advocacy.
- Some attempt to function as pseudo-sponsors
- Some believe they are powerless to influence change.
| Advocates who Operate as if They are Advocates |
Advocates who Operate as if They are Sponsors |
Advocates who Operate as if Change is Impossible |
|
| 1 | Determine what needs to be done and attempt to secure sponsorship. | Determine what needs to be done and initiate it. | Complain that the important things go undone. |
| 2 | Will only pursue changes that are considered critically important by the sponsor. | Will initiate a change, regardless of management’s support. | Will not pursue change-related ideas or actions. |
| 3 | Believe the flow of important change is top-down. | Believe the flow of important change is bottom-up. | Believe important changes are not going to happen. |
| 4 | View their job as helping the sponsor make informed decisions about change opportunities. | View their job as protecting the organization from management’s time limitations, short-sightedness, or incompetence. | View their job as administering to the victims of an organization that will not engage in needed change. |
| 5 | Prefer full application of management’s ideas. | Prefer superficial implementations of their ideas, rather than full implementations of management’s ideas. | Prefer explaining to the victims why change is not possible. |
| 6 | Focus attention on sponsor. | Focus attention on themselves. | Focus attention on victims. |
| 7 | Egos are bolstered by the feeling that sponsor’s effectiveness is strengthened through their efforts. |
Egos are bolstered by the feeling that management is dependent on them to “do what is best.” |
Egos are bolstered by the feeling that they are comforting the victims of an unjust system. |
| 8 | Demonstrate a high need to influence those who are in control. | Demonstrate a high need to exercise control through direct action. | Demonstrate a high need to protect victims. |
| 9 | Believe a “power base” can be developed by shaping how sponsors define a situation. |
Believe a “power base” can only be developed by taking direct action. |
Believe the only “power base” available is to be admired by victims. |
| 10 | Exercise influence through “reframing techniques — i.e., presenting attractive options, and the cost of the status quo. | Exercise control through relationship techniques — i.e., intimidation or charisma. |
Believe it is not possible to exercise influence or control. |
| 11 | Believe what is most important is being effective. | Believe what is most important is being right. | Believe what is most important is to avoid making waves. |
| 12 | have low tolerance for adjusting to an unacceptable status quo. | Have low tolerance for not getting what they want. | have low tolerance for risk taking. |
| 13 | Are not easily threatened when ideas are rejected and are seldom defensive. | Are easily threatened when ideas are rejected are quick to react defensively. | Are so threatened that ideas are never offered. |
| 14 | Style of operating is assertive. | Style of operating is prescriptive. | Style of operating is passive aggressive. |
| 15 | Tend to confront barriers and operate directly. | Tend to circumvent barriers and operate indirectly. | Tend to submit to barriers. |
| 16 | F.O.R. is characterized by long-term orientation, high tolerance for ambiguity, holistic thinking, strong patience, and an ability to delay gratification. |
F.O.R. is characterized by short-term orientation, low tolerance for ambiguity, binary thinking, minimal patience, and a need for immediate gratification. |
F.O.R. is characterized by low self-esteem, helplessness, and being highly resentful towards management. |
| 17 | When faced with poor sponsorship, believe the options are education, replacement, or preparing to fail. | When faced with poor sponsorship, proceed with the facade. | When faced with poor sponsorship, advise the victims to accept the inevitable. |
| 18 | Measure success based on number of changes sustained. | Measure success based on the number of changes initiated. | Measure success based on number of victims administered to. |
Source: Selected Readings in Creating Healthy Organizations, LIOS handout (Connor)