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Managing Change in the Workplace
2003-04-01
Did you know that Nokia a world leader in cellular phones started out as a pulp and paper mill in 1865? This Finnish company evolved from pulp and paper into rubber, cable wiring and computer monitors. In the 1980's, Nokia executives sensed an emerging market for wireless communications, which led them to their current world status in the cellular phone market.
Lets look at the types of things that successful companies like Nokia have learned with respect to Managing Change, which has helped them and companies like them evolve into new opportunities and markets.
| | | Forces For Change
First, we must understand that there are numerous external forces, which demand that organizations change.
Information technology (network technologies) has produced e-commerce via the Internet, the ability to quickly transfer knowledge via Intranets and the formation of networked organizations called Extranets all of which has caused a real sense of urgency in the way we conduct our business.
Globalization and the resulting competition have resulted in restructuring, outsourcing and mergers.
Workplace demographics have changed considerably. Today's higher educated workforce demands more involvement in establishing working conditions, such as balancing work and personal time. The changing diversity and cultural differences in the workforce add new dimensions to managing employees.
| | | Managing the Change/Transition Process
We must recognize that when employees hear the word "change" it conjures up a variety of reactions including enthusiasm, confusion, concern, anger or lack of motivation. Therefore, successful change requires careful planning.
Any change process involves two forces. The first force is the driving force(s) for change as mentioned earlier. The second force is the restraining force, which usually comes from employees. For the most part employees usually appreciate change. When employees resist change it typically revolves around their concern over the outcome of change, the fear of the unknown or the process of change itself.
| | | Ways to Minimize the Resistance to Change
Communication
It is important to keep employees informed of all change efforts. The communication to employees should establish a sense of urgency for the change and the reasons why the change is required.
Training
If the change effort requires that employees learn new tasks or take on new responsibilities or new roles then the appropriate training should be made available and sufficient time provided for employees to once again establish proficiency in the new way of doing things.
Employee Involvement
Involving employees in the change effort has a number of benefits. First it makes them feel a part of the change thus reducing their fears. Second, they have insight about customers, processes, etc., that would facilitate any change effort. Third, by involving employees they take ownership of the undertaking and more readily buy into the process. Fourth, they are able to demonstrate and convince skeptical employees of the benefits of the change efforts.
Manage Stress
Conducting stress management programs, for employees, in combination with supportive leadership are extremely useful when other minimizing efforts, such as: Employee Communication, Training and Employee Involvement are not enough!
Negotiation
Sometimes organizations negotiate gains for employees who loose out as a result of the change efforts. Unfortunately, this tactic could prove to be expensive and has a tendency to produce compliance with the change efforts as opposed to a real commitment with the new way of doing things.
Coercion
Using punishment on those who resist change should only be used as a last resort and only when it is demonstrated that all other efforts have failed. Using coercion destroys trust between the employer and the employees and causes subtle resistance and hostility towards the change effort.
Remember successful change requires careful planning. If you don't have the expertise in-house to coordinate or manage the change effort seek external assistance from someone who has successfully managed the change transition process. |
Contact:
 | Paul R. Hawn, President, Hawn & Associates Inc. | | Suite 507, 421 Bay Street, Sault Ste. Marie, ON P6A 1X3 | | info@Hawn.ca | | http://www.Hawn.ca |
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