Quality x Acceptance = Breakthrough

The current political scenario in Perak is indeed an interesting topic for discussion. It has hit the headlines of both old and new media. It became topic for coffee shops discussions and parliamentary debates.

This short article attempts to view lessons learned from this political crisis.

The crisis has inevitably raised points for discussion around at least three issues in management - quality (or quality performance), acceptance and excellence (or even breakthrough).

The situation in Perak deals with change. In any given change effort, there are two parties involved. One, those championing the change (the change leader) and the other, those affected by the change effort (the change followers).

While both parties may acknowledge (or still trying to acknowledge) the fact that change is the only constant factor in life, it is not uncommon to expect resistance from the change followers. They have their own fears and discomfort brought about by the change effort especially so when it is perceived to have adverse effects on them.

What can also be learned from the Perak case is that, the entire change effort could even brew into an impasse. Whether this could be blamed on either the change leader or the change followers, or both - the outcome has caused the people at large (the employee as in the case of an organisation) to live with a lot of uncertainties.

Another point learned from this crisis is the need for both parties to turn conflict into cooperation by focusing on common goal - the people ( the employees, in the case of an organisation). Considering that each party has once assumed the role of change leader, focusing on common goal is easier said than done. It is therefore an issue of whether one party is willing to be led by the other. It is about acceptance. It is about values system.

Hence, regardless of the noble intent (in achieving quality performance, in the case of an organisation), change leaders would not be able to achieve breakthrough result(s) unless their change effort is accepted by the change followers. And that depends a lot on how leaders are being perceived and accepted by the followers.

See also my previous article on 'The Power of Buying In'