THE FOUR GREMLINS

Daisy Torres
6 days ago
4 min read

Have you ever wondered how many times the skepticism of a few has hindered the progress of an entire organization?

Author: Rosa Zapata Director of CDI Latin America and Partner with Competitive Dynamics International

For citation please use: Zapata, R. (2024). The four gremlins. In McNeil, J. & McNeil D. The five keys to continuous improvement (pp. 255-262).

Article originally published on LinkedIn .

The elephant in the room.

In any organizational cultural transformation, there are inevitable challenges that must be identified and addressed from the outset. Those willing to embark on this journey need not only to recognize these challenges but also to have an effective plan to mitigate them in a timely manner. Otherwise, progress may be jeopardized.

As change agents, our role is to advise, coach, mentor, and share our experience with organizational leadership. This support is an opportunity both to guide and to learn from those who make the final decisions. It is an iterative process in which both sides grow and adapt. Many of the key decisions are directly related to the challenges that arise throughout the transformation process and how they are addressed.

Over the years, I've observed that certain challenges are recurring, regardless of the sector or industry. These appear at different stages of the continuous improvement process and affect both strategic and operational teams. Their purpose: to slow progress, and they almost always stem from individual behaviors or organizational dynamics.

I call these challenges The Four Gremlins , and it is essential to keep them under control

According to the Oxford dictionary, a gremlin is a mischievous creature from folklore, considered responsible for inexplicable failures in machines or aircraft.

Gremlin 1: Silo

The term "silo" refers to an organization where information and knowledge are not shared, leading to isolation between departments and teams. This problem is particularly prevalent when each member interprets team objectives differently. The causes can range from a lack of discussion and clarity of purpose to poor leadership cohesion. The effect is organizational misalignment, reactive crisis management, a lack of clear goals, and consequently, dissatisfied employees and customers. Therefore, it is crucial to quickly identify and address the conditions that reinforce this paradigm.

Despite how obvious the silo problem may seem, it remains a recurring obstacle, even in well-intentioned teams seeking to instill a world-class mindset. Tools for assessing clarity of objectives and the perception of a shared goal are essential to overcoming it. Organizational clarity always begins with the management team.

Gremlin 2: Inertia

In physics, inertia is the tendency to remain in the same state, unless acted upon by an external force. In business, it translates to inaction: when people fail to meet their commitments to the team, or when they take actions that are not aligned with agreements. Having a common goal does not guarantee uniform progress.

Inertia thrives when there is no sense of urgency, as John Kotter explains. It is often amplified when daily tasks overshadow long-term priorities, or when roles and responsibilities are unclear. Unagreed-upon actions can also result from ingrained habits, a lack of understanding, a lack of trust to question, or passive resistance. Overcoming inertia requires genuine, active, and visible leadership, willing to foster teamwork, accountability, and higher standards. Healthy leadership is key to strategy: teamwork is a competitive advantage.

Gremlin 3: Disconnection

When launching a new initiative, it's vital to consider the transformation as a whole and not fragment efforts. This "gremlin" arises when alignment between the different components of the transformation is lost. For example, when implementing software, it's essential to adapt the solutions to both technical needs and the management of human change.

Active and visible leadership is fundamental in both the technical and human dimensions. It involves providing resources, promoting accountability, and celebrating progress, as well as engaging in uncomfortable conversations that are necessary to generate a sense of urgency and build trust. Recognizing and showcasing success stories solidifies the new culture and motivates teams.

Gremlin 4: Skepticism

"Give me a lever long enough and a fulcrum on which to place it, and I shall move the world." - Archimedes.

A continuous improvement methodology can only be sustained if it has the support of a critical mass: people who understand, support, and promote the new way of doing things. Skepticism arises when past successful behaviors and beliefs hinder the openness to change. Change agents must act as a "lever" that mobilizes the organization, helping to build that critical mass.

Keeping the gremlins of Silo, Inertia, and Disconnection under control depends largely on getting enough people to embrace the transformation. Organizational excellence requires everyone's active participation.

Ideas for reflection

Clarity in the organization begins with clarity in the management team.
A successful continuous improvement initiative is based on three basic elements: Active and visible leadership, a change management process, and a project management approach.
Inaction and taking unagreed actions are forms of inertia in the organization.
A key objective of the change management process is to achieve critical mass.

We love hearing your voice, share your experience:

To what extent does your organization have a critical mass ready to drive transformation, or is skepticism widespread?
Would you dare to identify which of the four Gremlins is the most lethal in the day-to-day operations of your company?
What would you do differently if you could anticipate the biggest risks during an organizational transformation?