Facing organisational change
ORGANISATIONAL change is usually triggered by either a problem or an opportunity, although there is a special trigger for change that could be called “just for the heck of it.†There are other drivers for change (new CEO with new ideas), but the main
HR INSIGHT WITH PAULA KYABAGGU MUKAMA
ORGANISATIONAL change is usually triggered by either a problem or an opportunity, although there is a special trigger for change that could be called “just for the heck of it.†There are other drivers for change (new CEO with new ideas), but the main two are problems and opportunities - current or future - real or perceived.
Almost all people are nervous about change. Many will resist it - consciously or subconsciously. Sometimes those fears are well founded, while in others, they are not.
Change is inevitable and is imperative for the success of a firm. However, the introduction of changes is not a laughing matter. It is human psychology to resist change. There can be several reasons for resistance to change: the uncertainty involved, inefficient communication of the changes needed and lack of courage. A major flaw is that in focusing on organisational economic/performance benefits, the plans for execution of the change ignore the people who are required to make it work from the bottom to the top - the employees. However, these employees only see what they risk losing - security, livelihood, opportunity, job satisfaction. To them, changes mean more job losses, longer hours and more responsibility for the same or less money.
Scholars have stated that the implementation of change includes five major steps: analysis of the existing situation and determining the changes to be made; providing information about the required changes; motivation and creating awareness and acceptance for the changes; actual implementation of the changes; evaluation of the changed situation, making modifications wherever necessary, and replacing the old system with the new one.
The main objective of change management is to reduce the probability of change implementation failure and resistance to change and obtain maximum benefit from the implementation. Achieving organisational change is a matter of leadership. So, leadership is effective when it focuses on people and their development. Leadership is not about fiscal responsibility, writing the corporate plan or administering the organisation strictly in accordance with the directives of the board or the Government. It is about getting the “right people on board.â€
Change Management is an on-going process and the effectiveness of the process can be increased when individual and organisational methods are used in conjunction with each other.
It benefits businesses and individuals alike. It takes time and effort but the results are beneficial for everyone involved. Most importantly, success depends on the way decisions are made, how people work together and how leadership is practised. We can learn from what we know about the psychology of motivation from successful change projects.
ORGANISATIONAL change is usually triggered by either a problem or an opportunity, although there is a special trigger for change that could be called “just for the heck of it.†There are other drivers for change (new CEO with new ideas), but the main two are problems and opportunities - current or future - real or perceived.
Almost all people are nervous about change. Many will resist it - consciously or subconsciously. Sometimes those fears are well founded, while in others, they are not.
Change is inevitable and is imperative for the success of a firm. However, the introduction of changes is not a laughing matter. It is human psychology to resist change. There can be several reasons for resistance to change: the uncertainty involved, inefficient communication of the changes needed and lack of courage. A major flaw is that in focusing on organisational economic/performance benefits, the plans for execution of the change ignore the people who are required to make it work from the bottom to the top - the employees. However, these employees only see what they risk losing - security, livelihood, opportunity, job satisfaction. To them, changes mean more job losses, longer hours and more responsibility for the same or less money.
Scholars have stated that the implementation of change includes five major steps: analysis of the existing situation and determining the changes to be made; providing information about the required changes; motivation and creating awareness and acceptance for the changes; actual implementation of the changes; evaluation of the changed situation, making modifications wherever necessary, and replacing the old system with the new one.
The main objective of change management is to reduce the probability of change implementation failure and resistance to change and obtain maximum benefit from the implementation. Achieving organisational change is a matter of leadership. So, leadership is effective when it focuses on people and their development. Leadership is not about fiscal responsibility, writing the corporate plan or administering the organisation strictly in accordance with the directives of the board or the Government. It is about getting the “right people on board.â€
Change Management is an on-going process and the effectiveness of the process can be increased when individual and organisational methods are used in conjunction with each other.
It benefits businesses and individuals alike. It takes time and effort but the results are beneficial for everyone involved. Most importantly, success depends on the way decisions are made, how people work together and how leadership is practised. We can learn from what we know about the psychology of motivation from successful change projects.