Consequences govern change...

• Evolving Organizations to Autonomous Teams by James R. Dillon (dillonjr@kodak.com), 10/30/96
  
  

What I would recommend that you remember in this scenario is that it's the consequences that these people experience that will make all of the difference. Try to get in the shoes of the participants, and to see what happens and and how it may make them feel, from their perspective.

Quite often, we think of consequences from our own or the organization's perspective, and miss entirely what the actual behavioral effect is on the performer. In other words, we may think that a certain outcome would be a reinforcing experience for someone, when in reality it may be highly punishing.

The key to all of this, of course, is to identify specific, pinpointed behaviors (not the usual broad generalizations) that we would see in a group that is doing the team thing. Then set up a system of measurement, feedback, and reinforcement (social reinforcement is best!) for these behaviors. Measurement is the only true way to know if you are delivering the consequences that you think you are, and you can't measure effectively without specifically defined behaviors to look for.

And last -- consequences that are IMMEDIATE have the most impact on changing behavior. That's why PA's are most often utterly useless in achieving any real change. Your system has to be set up to deliver positive reinforcement whenever an appropriate behavior is observed, not quarterly of biannually.

If the consequences don't change, there will be no lasting change in what your people do. It's really that simple. If you aren't in a position to change their consequences, then there is little lkelihood of making the changes you desire.

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