Logistics Management

Now you DUF’ed it. Fix it with FUD
December 18, 2007

Now you DUF’ed it. Fix it with FUD

FUD? Not like Elmer Fudd. No, we are not after wascally wabbits, even if  those problems of change management sometimes makes one feel that he is in battle with that old Warner Brother's rabbit.   And I am not referring to Fudd’s Law of thermodynamics; Things get hot under pressure. Pressure and heat are things you might want to avoid.

No, when a change project goes wrong and the natives are not only restless, but are getting ready to go for your scalp with sharp objects, you have to undo DUF with FUD. Destroy Fear. Resolve Uncertainty. Remove Doubt.

How hard is all of this? Very hard. But it was easy to avoid.

It is kind of like the difference between fire protection, and fire fighting. Fire protection is boring.   Fire protection is safe. Fighting fires is fun, and very dangerous. An exceptional project manager focuses on removing the risks of failure, removing the things that could burn in a fire. A not so exceptional project manager skips the planning, dives in, eats the risk, and is sometimes burnt out by the flashback of rejection, by failures.  

The best way to to stop fires is to take the matches away from the fool that has them.  But what do you do if you are the fool?  And the fire is started?

Let’s go back to my example, the “new room”. We were not so exceptional on that project and did not plan. We failed to gather information of the others affected by the changes to the room before making the changes. Each member of the family (team) felt left out of the process. They may have really liked the changes if they had been included in the process, or given the impression that they had input. But we did not do that, and they doubted our intentions, were uncertain how the changes were going to work for them. They asked questions, and got answers that did not sound like we were paying attention to their needs. We gave them answers that were centered on our needs, how we wanted the big screen to see the game better; the cool chain so we would be more comfortable, the wet bar so we could get our beverages without missing the game.

First we poured the gas: We demonstrated that we did not care enough about the team to ask them what they wanted.  When they voiced their concern we lit the match, getting defensive, and they grew afraid that we lost our love for them and did not want to hear their ideas.  Fear set and hard objects became airborne in our direction.

So beyond ducking for cover, what do we do? We fight the strong emotion of fear with the stronger emotion of love.  Aim the fire hose at the center of the fire and let loose with the water.

No, don’t give them a hug. Step up and apologize that you were a clod, that you screwed up and forgot their needs. Tell them that you are so sorry that you are willing to talk about changing anything that offends them.

Making the apology is a gesture of love, a willingness to ask to be forgiven. Asking to be forgiven will stop most caring people, and some that do not give a damn. IT will make them listen to your next question: What would you change to make the change better? Keep asking the questions, and listening to the answers. After a while the fear will dissipate, it will evaporate and you can get to the uncertainty.

Just like fighting the fire, you have to make bold moves that address the heart of the matter. You have to funnel the high pressure stream of care and love, asking to be forgiven for the mistakes, the “slights” until the fire is out. Then you start to get things organized, to mop up the water and mess. You taking the public steps, with humility, to organize the opinions and desires of the team will help remove the uncertainty.

In the early years of my career I worked change management from both sides of the equation. There were those projects that I started that I networked hard at the start and learned about what would satisfy, if not please, all of the stakeholders. I also took over projects that were started wrong and had come to a horrible crashing wreck, where I had to come in and get things working better. What worked every time was to show loving care in the others, to show that I cared for their feeling and that they would not need to be afraid.  I would apologize for the sins of the others, ask to be forgiven, then ask for ideas on how to fix the mess.  Finally I would shut up and take notes.  Lots of notes.

Fire prevention is nowhere as exciting as fighting the fire. But preventing the fire in the first place has a lot going for it.  But if you find that the fire is blazing, you have to boldly step up, with humility, aim the fire hose of love at the heart of the fire of the fear, and put the sucker out.  Don't let up until the fear is wet and cold.

(Next – Doubt is Good. How to eat doubt and like it.)

Posted by on December 18, 2007 | Comments (0)