“Unplanned equipment downtime and changeovers are eating up our productivity. Our equipment has to perform better, be more reliable. We need to change the way we operate around here.”

When the above type of directive comes from top management, there's no doubt that changes are to be made (and fast). Management is expecting people to quickly embrace new and different ways of doing things. But, it’s not like waving a magic wand. We’re talking about people here. And, most organizations are steeped in the way things have gotten done in the past.

The more I think about organization change (work culture change) the more I reflect on my understanding of physics and inertia. How can we use the basics of physics to appreciate the inertia of the past in organizations?

Inertia (i-ner-sha) - (n): a property of matter by which it continues in its existing state of rest or uniform motion in a straight line, unless that state is changed by an external force.

Newton’s three “Laws of Motion” define the basics of physical objects: mass, velocity, forces, resistance, and reactions. I believe these three laws of physics also apply to continuous improvement initiatives in organizations, i.e., people and their work groups. Let’s take a look at what we might learn from Newton’s laws as applied to organizations undergoing change.

Newton’s first law states that every object will remain at rest or in uniform motion in a straight line unless compelled to change its state by the action of an external force. This is the definition of inertia. Or, more simply stated, if an object is not moving, it will not start moving by itself. If an object is moving, it will not stop or change direction unless it is pushed by something.

• Organizations and people will continue to behave the way they always have until something (or someone) forces them to change. The challenge is keeping the organization from returning to former habits.

Newton’s second law explains how the velocity of an object changes when it is subjected to an external force. Or, more simply stated, objects will move faster and farther when they are pushed harder and longer.

• The magnitude and speed of organizational change depends on how the reasons for change are communicated, understood, and internalized. Truly compelling reasons to change are essential for sustainable organization changes.

Newton’s third law states that for every action (force) in nature there is an equal and opposite reaction. In other words, when an object is pushed in one direction, there is always a resistance of the same size in the opposite direction.

• Overcoming the organizational resistance to change (the inertia of past practices) requires a sizeable and very compelling reason to change.

THE LAW OF WHY
Because people and organizations are not physical objects I believe there is one more “law” that applies when overcoming the inertia of the past: "The Law of Why."

Many organizations focus on WHAT to change and HOW they're going to do it. But the first question most people will ask is  this: “Why change?” How the organization’s top leaders answer this this two-word question sets the stage for resistance to change OR for energizing people for rapid and sustainable change.

The Law of Why answers the “why change” question, i.e., a reason, cause, or purpose for doing something different or differently.

• The more honest, timely, and compelling the WHY is understood, the more the organization is poised to change the course for a BIG opportunity that would not be possible without changing the way get things done.

While Newton’s three laws of physical objects may help us understand organizational change, it is The Law of Why that should begin the change process.

bwilliamson@theramreview.com