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It is in human nature to resist change. "We resist change. We choose to keep our habits,
rather the comfort of our habits" (Dr. Claude Brodeur PhD,
http://members.tripod.com/zenol/humanism.html). Change and the phenomenon of it, is
fundamental to evolution; and yet it implies some sort of resistance.
Resistance to change can take various forms and the task of filtering out the cause of
resistance can often be difficult. Examples include change in work processes where the
needs, expectations, and concerns of individuals are ignored.
There are a number of barriers to change at the organisational level that, need to be
addressed to allow change to be implemented with the least amount of resistance. These
include:
Structural
An organisation that follows the traditional hierarchical structure tends to resist change
more than that which has a more flat structure. Communication between head of
departments and employees in traditional hierarchical structures are usually poor which
causes a rift between Management and Employees.
Insufficient Communication
There are two branches of communication, which are communication internally, within
the organisation between Employees and Management and externally between the
organisation and suppliers and customers.
In organisations where management keep employees in the dark with respect to change
potentially face fierce resistance. Employees may interpret this as a conspiracy against
them inevitably leading to an unfriendly atmosphere to work in.
Organisations that fail to communicate with their Customers and Suppliers, changes that
are in effect can face disastrous consequences. Example the Tiptree Company that had
implemented a £1.5 million warehousing system to handle a larger number of books
failed to notify, its customers that it had undergone a radical change without informing
it’s customers. Unfortunate for Tiptree, which encountered problems with their new
systems for about six months; had tarnished its 1992 British Book Awards Distributor of
the Year. (Judy Collins, CRASH 28 th October 2000)
Cultural Issues
The culture of an organisation is a set of “unwritten rules”. Management may have a set
of protocols for employees to adhere to perform business processes. The way a task is
actually carried out depends namely on the culture. The culture of the organisation can
strongly resist to change as employees become too familiar with the current way of doing
things.
"Culture is the integrated pattern of human behaviour that includes thought, speech,
action, and artefacts and depends on man's capacity for learning and transmitting
knowledge to succeeding generations."(Webster's New Collegiate Dictionary)
There are a number of barriers to change at the individual level that, need to be addressed
to allow change to be implemented with the least amount of resistance. These include:
Fear
News of change can invoke fear among employees. Employees may feel afraid of not
being able to fulfil the new proposed changes to work practices that are being imposed.
Employees may begin to question the future of their job, which shall cause much
discomfort.
People resist change due to anxiety, pessimism and different personal ambitions.
Organisational Level
Overcoming Undefined Goals and Objectives
Goals and Objectives should be frequently redefined and relayed to all employees. This
shall aid towards clearing up any misunderstanding and possible conflicts.
A good supplier may be one that allows you to have a 30 day or more credit account,
which leave you with more working capital. Essentially corporate business strategies
should have a degree of flexibility to act as a defence to sudden changes.
“Visionary leaders, no matter how articulate, are not enough. A shared commitment
still requires personal contact to make it real” (Handy, 95)
Individual Level
Employees should be directly involved in the change process, which shall motivate and
reduce resistance. Extra incentives should be made available to further encourage and
reward compliance. Support networks should be established as a means to reinforce the
change theory. Appendix 1 Maslow's Hierarchy of Needs depicts the theory of
psychological needs, values of authority, hierarchy and rationality, security needs.
The model consists of many levels. Maslow argues that once the basic level of Air food
water and sex are met the next “hierarchical” or “rational” need is for safety. An
organisation must concentrate on invoking a sense of “Belonging” to the organisation by
keeping them informed, involved and sharing the success.
“Esteem by Others” should be achieved by promoting team work and the occasional
appraisals by management.
These principles provide the cause and effect of managing change strategically:
Change Agent
Change within an organisation can be achieved by a change agent (an outsider) someone
who is not affected by the cultural drawback of the organisation. However there are pros
and cons:
Pros:
Cons
• On the other hand employees may reject the new comer as they are not familiar
with that particular person. So they may become suspicious as to what his or hers
real agenda is.
Closing Argument
Organisations fail to recognise the great importance of their internal cultural situation.
Some organisations tend to overlook the cultural issues altogether and concentrate on
their technological aspect of change; confident that it will work because we are a
successful. Example I mentioned Tiptree earlier who implemented a £1.5 million
warehousing system did not realise that the staff were used to working a certain way and
did not see any need to alter their ways.
“people had worked in a certain way and did not appreciate the need for a major
cultural change” (Marilyn Johnson Tiptree’s Computer Manager) Source (Judy
Collins, CRASH 28 th October 2000)
Appendix 2 Illustrates the Change Matrix that reinforces the authors closing
argument(Sparrow & Marchinghton, 98).
Appendix 1
Maslow's Hierarchy of Needs
(Maslow, http://www.insightmc.com/insightmc_surveys2.htm)
Appendix 2
References
Internet: