This web poster touches on a very central problem for many businesses. Change management is typically conducted in a very hierarchical fashion. Management dictates changes and encounter a deal of resistance. Companies typically have inertia, meaning that employees typically favor stability over change.
Even more resistance is encountered when strategic decisions from up above oppose common sense operational practicalities. As an employee, there have been many change decisions that I've shook my head and wondered why in the world they would do that. More disconcerting was the fact that there was no communication about rationale and/or avenues to provide feedback to the decision maker. As this web poster mentions:
Employees may have a better and more accurate assessment of the results of change compared to the manager, if heard they can protect the organization (Waddell & Sohal, 1998).
Change success may be drastically increased by involving employees in the decision making process. This not only helps add an operational perspective to decisions, but also increases employee buy-in. Both will typically increase a company's chance of successful change implementation.
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2 comments:
It is so critical that management analyses the impact of changes in the organizations, mainly those changes that need to be implemented all of a sudden. The example I will use is simple, but real. It has just been decided by my company this morning that from next week on, all electronic signatures ought to follow the corporation standard. This decision, however, was not well received by the members of my team.
For consecutive years all individuals in this group could create their own electronic signatures, choose color, font, etc. But from next week on even, the color of their signatures must carry the color established by the corporation. Because this is mandatory, I am sure employees will comply with this requirement. But it does not mean that they voluntarily embraced this new change.
Sometimes I wonder if changes in a company are really as difficult to adapt to as they make it appear. Sometimes I think the employees don't want to make as much of an effort to memorize a new set of rules, learn new ways to perform their tasks, and various other tedious and time consuming tasks that they are not being paid extra for. I noticed that if there is no incentive for putting in the additional effort, then the time it takes for the changes to take effect usually takes longer than if there are rewards offered. Maybe this goes back into Theory X and Theory Y a bit.
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