Change is Not the Problem
Change is not the problem, but resistance to change can be a huge problem. The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown. This quote, said over 90 years ago, still holds true today when it comes to organizational change!
Managing change has always been difficult and will always be fraught with danger because it is so easy to introduce change the wrong way. So the logical question to ask is if there is a perfect way to introduce and manage change. The answer is no. There is no universal solution that applies to all change programs.
Organizations are different; the reasons for change are different; timescales and budgets are different. Each change program will have to be implemented on its own merits. But there are things we can do to reduce the level of resistance.
Ways to Reduce Resistance to Change
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1Change is not the problem, but resistance to change can be a huge problem. The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown. This quote, said over 90 years ago, still holds true today when it comes to organizational change!
Managing change has always been difficult and will always be fraught with danger because it is so easy to introduce change the wrong way. So the logical question to ask is if there is a perfect way to introduce and manage change. The answer is no. There is no universal solution that applies to all change programs.
Organizations are different; the reasons for change are different; timescales and budgets are different. Each change program will have to be implemented on its own merits. But there are things we can do to reduce the level of resistance.
Ways to Reduce Resistance to Change
Read More - -- Management Consultant, ISO Consultant, ISO Certification, Training, Lean,
From India, Pune
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A good post—more so when applied to an organizational setting. However, it's more of an irony that human nature, despite knowing fully well that change is bound to take place, sees very few actually getting ready for it.
The Only Thing That Is Constant Is Change
That's not me saying it, but it was said by Heraclitus around 500 BC (that's over 2500 years ago!). How often do we resist any change, even when we know there's no other option but to face it? The only option one can have is to figure out how to face or handle it. Only those who see it coming and prepare are bound to succeed in the long run.
Corporate Example: Vishal Sikka and Infosys
The most recent example in the corporate field would be the appointment of Vishal Sikka by NRN into Infosys. According to media reports, there seemed to have been a lot of pressure on NRN to promote someone internally. However, he seemed to have realized that only an outsider could bring about the change (or in today's parlance, 'disruption') that Infosys must face to remain relevant in the years to come. If he had taken the soft options, he possibly would have had far fewer headaches today (and fewer resignations at the top rung), but in the long run, it's anyone's guess where Infosys would be after a few years. Quite often, as the old saying goes, 'sometimes it takes an outsider to bell the cat.'
Change Across Different Contexts
Very true—'Organizations are different, the reasons for change are different, timescales and budgets are different'—and I may add that this applies equally well to micro as well as macro situations: countries, organizations, populations, cities, towns, villages, families, and individuals.
Way back in 1998-2000, I recollect lakhs of IT professionals focusing on the Y2K opportunity and getting trained in IBM Mainframes, without even a thought that this opportunity was bound to decline after a few years by the very nature of the opportunity. All that mattered was a hefty salary at that time. God only knows how many later had to switch their careers once the Y2K issue was handled globally. They weren't mentally prepared for the change that was coming or bound to come. I knew quite a few who just went about as if that scenario would exist until eternity.
Regards,
TS
From India, Hyderabad
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The Only Thing That Is Constant Is Change
That's not me saying it, but it was said by Heraclitus around 500 BC (that's over 2500 years ago!). How often do we resist any change, even when we know there's no other option but to face it? The only option one can have is to figure out how to face or handle it. Only those who see it coming and prepare are bound to succeed in the long run.
Corporate Example: Vishal Sikka and Infosys
The most recent example in the corporate field would be the appointment of Vishal Sikka by NRN into Infosys. According to media reports, there seemed to have been a lot of pressure on NRN to promote someone internally. However, he seemed to have realized that only an outsider could bring about the change (or in today's parlance, 'disruption') that Infosys must face to remain relevant in the years to come. If he had taken the soft options, he possibly would have had far fewer headaches today (and fewer resignations at the top rung), but in the long run, it's anyone's guess where Infosys would be after a few years. Quite often, as the old saying goes, 'sometimes it takes an outsider to bell the cat.'
Change Across Different Contexts
Very true—'Organizations are different, the reasons for change are different, timescales and budgets are different'—and I may add that this applies equally well to micro as well as macro situations: countries, organizations, populations, cities, towns, villages, families, and individuals.
Way back in 1998-2000, I recollect lakhs of IT professionals focusing on the Y2K opportunity and getting trained in IBM Mainframes, without even a thought that this opportunity was bound to decline after a few years by the very nature of the opportunity. All that mattered was a hefty salary at that time. God only knows how many later had to switch their careers once the Y2K issue was handled globally. They weren't mentally prepared for the change that was coming or bound to come. I knew quite a few who just went about as if that scenario would exist until eternity.
Regards,
TS
From India, Hyderabad
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Reasons for Resistance to Change
People resist change when the reason for the change is unclear. Ambiguity—whether it is about costs, equipment, or jobs—can trigger negative reactions among users.
People resist change when the proposed users have not been consulted about the change, and it is offered to them as an accomplished fact. People like to know what's going on, especially if their jobs may be affected. Informed workers tend to have higher levels of job satisfaction than uninformed workers.
People resist change when the change threatens to modify established patterns of working relationships between people.
People resist change when communication about the change—timetables, personnel, finances, etc.—has not been sufficient.
People resist change when the benefits and rewards for making the change are not seen as adequate for the trouble involved.
People resist change when the change threatens jobs, power, or status in an organization.
From India, Delhi
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People resist change when the reason for the change is unclear. Ambiguity—whether it is about costs, equipment, or jobs—can trigger negative reactions among users.
People resist change when the proposed users have not been consulted about the change, and it is offered to them as an accomplished fact. People like to know what's going on, especially if their jobs may be affected. Informed workers tend to have higher levels of job satisfaction than uninformed workers.
People resist change when the change threatens to modify established patterns of working relationships between people.
People resist change when communication about the change—timetables, personnel, finances, etc.—has not been sufficient.
People resist change when the benefits and rewards for making the change are not seen as adequate for the trouble involved.
People resist change when the change threatens jobs, power, or status in an organization.
From India, Delhi
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Change Management.ppt