An Introduction to Organisational Behaviour – Change Management
Change Management
- Change management involves efforts to alter an aspect of an organization
to improve its current situation or respond to circumstances necessitating
change.
- Different perspectives on change exist, with some viewing it as a
reasonable action in response to triggers or pressures, while others view it
as causing anxiety, fear, and upset among the workforce.
- Three broad approaches to change implementation are presented:
The naïve approach: Viewing the organization as a set of building
blocks, where managers can change the organization at will, is
misguided and misses important aspects of the organization.
The planned approach: Viewing the organization as an iceberg,
where resistance and anxiety can develop, suggests that change can
be implemented in steps using behavioural psychology knowledge.
The emergent approach: Viewing the organization as a river, where
change emerges in the course of events, suggests that managers
are controlled by change.
Change as a contested phenomenon: triggers and resistance
- Change is often reactive, often triggered by crises.
- Change programmes have a failure rate of up to 75%.
- Change can be messy due to conflicting views, perceptions of change
reasons, and different framing of the process.
- Change may upset workers who don't see the need, or cause anxiety
about job security or working conditions.
- Differing narratives of change can emerge between different groups within
an organization.
- Change occurs amidst conflicting perspectives across the organization.
Triggers provide impetus for change, but resistance can arise.
Sarah Walker-Smith discusses the triggers and resistance to a
change, such as moving from individual offices to open-plan
working.
Triggers for changes
- External triggers from outside the organization.
, An Introduction to Organisational Behaviour – Change Management
Senior and Swailes (2016) suggest using PEST
model to understand external environment
sectors.
Recent pandemic experience reveals PEST
model doesn't cover all potential change
triggers.
Crisis is often the trigger for change.
Slack CEO, Stewart Butterfield, identified two
triggers for change due to Covid-19: increased
consumer demand for products and rapid
transition to remote working.
- Internal triggers from within.
New senior staff may bring their own vision for
the organization.
Current performance aspects like sales and
employee morale may cause concern.
Unions may bring their own pressure and action
for changes.
Politics and power of specific groups, individuals,
and coalitions within an organization can force
change.
Changes may be required as an organization
grows in size, such as new premises.
Redesign of technology, jobs, or physical layout
may require further changes.
- Potential limitless number of triggers in an
organization.
Resistance to changes
- Resistance to change is often a result of strong human
emotions and feelings, often compared to grief.
- People generally dislike change as they are
comfortable with their routines and routines.
- People worry about job security or pay issues, fearing
they will lose out.
- Change may disrupt social and informal ties.
- People may not recognize or understand the need for
the proposed change.
Change Management
- Change management involves efforts to alter an aspect of an organization
to improve its current situation or respond to circumstances necessitating
change.
- Different perspectives on change exist, with some viewing it as a
reasonable action in response to triggers or pressures, while others view it
as causing anxiety, fear, and upset among the workforce.
- Three broad approaches to change implementation are presented:
The naïve approach: Viewing the organization as a set of building
blocks, where managers can change the organization at will, is
misguided and misses important aspects of the organization.
The planned approach: Viewing the organization as an iceberg,
where resistance and anxiety can develop, suggests that change can
be implemented in steps using behavioural psychology knowledge.
The emergent approach: Viewing the organization as a river, where
change emerges in the course of events, suggests that managers
are controlled by change.
Change as a contested phenomenon: triggers and resistance
- Change is often reactive, often triggered by crises.
- Change programmes have a failure rate of up to 75%.
- Change can be messy due to conflicting views, perceptions of change
reasons, and different framing of the process.
- Change may upset workers who don't see the need, or cause anxiety
about job security or working conditions.
- Differing narratives of change can emerge between different groups within
an organization.
- Change occurs amidst conflicting perspectives across the organization.
Triggers provide impetus for change, but resistance can arise.
Sarah Walker-Smith discusses the triggers and resistance to a
change, such as moving from individual offices to open-plan
working.
Triggers for changes
- External triggers from outside the organization.
, An Introduction to Organisational Behaviour – Change Management
Senior and Swailes (2016) suggest using PEST
model to understand external environment
sectors.
Recent pandemic experience reveals PEST
model doesn't cover all potential change
triggers.
Crisis is often the trigger for change.
Slack CEO, Stewart Butterfield, identified two
triggers for change due to Covid-19: increased
consumer demand for products and rapid
transition to remote working.
- Internal triggers from within.
New senior staff may bring their own vision for
the organization.
Current performance aspects like sales and
employee morale may cause concern.
Unions may bring their own pressure and action
for changes.
Politics and power of specific groups, individuals,
and coalitions within an organization can force
change.
Changes may be required as an organization
grows in size, such as new premises.
Redesign of technology, jobs, or physical layout
may require further changes.
- Potential limitless number of triggers in an
organization.
Resistance to changes
- Resistance to change is often a result of strong human
emotions and feelings, often compared to grief.
- People generally dislike change as they are
comfortable with their routines and routines.
- People worry about job security or pay issues, fearing
they will lose out.
- Change may disrupt social and informal ties.
- People may not recognize or understand the need for
the proposed change.
