Preserving the status quo -- the most dangerous menace
Talk to him or her, and pat would come the reply, "I will do my best". Press further and try to convince him or her to do even more, the reply might be something like this: "Sir, what do you want me to do, I have my own problems".
Such replies are part of a wider malice called "preserving the status quo". The people involved do not have any regret or shame or guilt in admitting their weakness. In fact, they would go to any length to justify their point of view, and pick holes in our point of view, or outright dismiss us as "very harsh".
One can never agree with them. These people are the worst cancers that can prevent any change, preserve their own safety nets, and wreck maximum damage to any organization -- be that in the service or manufacturing sector.
The dangerous trend has to be understood in all its manifestations, to do something it. To do so, one needs to understand how the entire game gets played out in the real world.
Firstly, it needs to be recognized that these characters are often people with very low self-esteem, or those with pronounced weaknesses. In the absence of a firm determination to manage change or an inclination to be very creative, they are often so arrogant at resisting change.
The game is not over. Through their negative thoughts and action, they would pull others to their own point of view, and build safety nets, with any number of "I told you so" type of characters who would not only support the status quo persons, but also try to bring in more people to support their point of view.
Secondly, it ought to be realized that the status quo people, often cultivate a large number of people at the top management, who would have their own reasons to build safety nets around them, and hence support the cause of the status quo people.
These people often go to any length to support the wrong cause, and the rest is pretty obvious. The organization does not move forward.
Thirdly, the status quo people are mostly lazy people. They resist change because it suits them and their purposes. They try to justify the existing ways of doing things and if the profits are not in any way affected, the organization does not realize their games. Only when things go out of hand for organizational culture issues, the organization wakes up, but it is too late.
Fourthly, the people intent on preserving the status quo are very keen to put down, humiliate and even cause physical harm, through any means possible, to any smart person, particularly the engineer-MBA's who are very smart and quickly understand any game.
Fifthly, the status quo people are the really troublesome characters who do not care for others, and tend to openly challenge others, more so, if their Godfathers are very powerful people in the organizational pecking order.
Modern organizations need to be aware of these characters and find out ways and means in which they can be tackled.
One of the ways is to appoint highly qualified HR professionals, who would not fear the status quo people, and are ever ready to take them head on. The HR professionals should be empowered to initiate any action that will put the trouble makers under check.
If powerful professionals are appointed in every function, and the use of information technology is very wide in the organization, there is every chance that the organization stands to gain, in both the short and in the long run.
Such professionals are quite adapt at challenging the trouble makers, are smart in identifying bottlenecks in the path of progress and so on.
For example, if a major change in terms of information technology use in the supply chain management function was attempted in one organization. This organization was a traditional family-managed organization in the heavy chemical space, and since the market was huge and the organization had a good reputation no one really bothered to initiate any major change.
However, the Chief of Materials Management, who was appointed from outside, came on board and quickly announced changes. The clerical staff were alarmed that they would lose their jobs, and quickly spread bad news to the trade union. The trade union tried its best to stop the change.
However, the Chief quickly got the Managing Director's son to talk to the persons concerned, and the status quo people had to fall in line. Not a single job was lost, but retraining and constant encouragement, changed their mind-sets. The Chief became their role model, thanks to his no-nonsense approach.
This is exactly the best approach. It was later known that the HR Chief had initiated the entire change, and had convinced the Top Management to bring in the professional from outside.
There are times when unnecessary fears in people tempt them to become status quo supporters. Once they are taught the big picture, there will be any number of changes that can happen in the organization, irrespective of its size, or complexity, or nature of product.
Modern organizations can ill afford to have the status quo people dominate the entire scenario. They should be taught a lesson, if need be.
However, the best approach would be to help them appreciate the need for change through the efforts of smart people, who can then help them appreciate that their interests will be protected, but change is inevitable. The support of professional HR people, is crucial in such tasks.
The status quo is a very dangerous thing. Change should be embraced with both hands.
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