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Welcome to this month's edition of
The Quest for Workplace Excellence (on-line
edition.)
If your organization isn’t changing, you may want to think
seriously about your job security. All the current business
indicators point to greater competition, continuing advanced
technological demands, economic swings and globalization of the
marketplace. Most of us are doing business as we’ve never done
it before! We agree with author Arnold H. Glasow who says, “The
trouble with the future is that it usually arrives before we’re
ready for it.”
To help you effectively lead change in your organization, we’re
sharing with you a two part article. This month, we’ll give you
some great insights about what to expect from your employees
when you announce a significant organizational change. And next
month, we will give you tips on how to be a dynamic leader
through the change effort.
Strive for excellence, not perfection,
Peter B. Stark
and Jane S.
Flaherty
Don't be Caught Off Guard
. . . Taking the Mystery out of Organizational Change
Employees react to organizational change
in a variety of ways—some positive and some negative. It is
important for managers and supervisors to understand that these
reactions are simply a normal part of the process employees go
through during periods of organizational change. The following
are some typical responses you can expect.
- "Why me?"
When employees are asked to do a different job or change the
way they currently do a particular job, they may respond by
saying, "Why me?" They may suggest that someone else is better
suited for the job, or deny that they themselves are capable
of making the proposed change. This initial reaction is due to
their level of comfort they have with the status quo, and
their fear of the unknown.
- "How about my job security?"
It is natural for employees to view change first from the
perspective of their own job security, and second from the
needs of the organization. Employees can’t help but wonder
what will happen to their jobs if technological advances are
introduced or the organization is restructured. Will the
changes result in less work for them, or even do away with
their jobs altogether?
- Anger
Some employees are so resistant to change that they become
frustrated and angry. Their anger may be repressed, causing an
increased stress level; or overt, resulting in emotional
outbursts. Whether repressed or overt, anger is a typical
reaction when employees feel a loss of control over their work
environment, or worry that their job security is being
threatened.
- Gossip, always an organizational
challenge, escalates during periods of change. Employees who
feel a loss of power and control may respond with frustration,
anger and disbelief—and resort to vicious gossip or
"back-stabbing" activities. The gossip often dramatizes
reality and plays up the “I’m a victim here” mentality.
- “Who's in charge?"
During periods of rapid change, it is natural for employees to
question leadership. Don’t be surprised if you hear comments
like, “What were they thinking?” or “Who’s in charge here?"
When employees have not been kept in the communication loop,
and don’t immediately see the positive results of the changes,
they are likely to question the wisdom of management.
- Panic!
Some employees, finding comfort in a predictable routine,
panic at the mere mention of change. They may resist, not out
of stubbornness, but out of fear about how the changes will
impact them personally. They may be too plagued with panic to
deal rationally with the new reality and some may actually
become physically ill.
- "I quit!"
There may be employees who actually elect to quit rather than
make the needed changes. Unfortunately, changes going on in
one organization are typical of those going on in other
organizations. Electing to stand on one's principles and fight
change by quitting often makes the point, but usually at a
cost to the employee, not the organization.
Don’t give up yet. We’ve painted a bleak
scenario so far, but want to also remind you about examples of
positive responses to change. These responses usually come from
employees who feel a high degree of self-esteem, personal
competence and self-confidence. These employees typically have
the ability to remain open-minded in response to change, and to
view it as a positive thing, both for them personally and for
the organization. When in alignment with their supervisors,
employees with this positive attitude can help support and sell
organizational change to other employees. Here are some typical
positive responses:
- "This is a challenge!"
Some employees view change as a challenge, but are sure they
can rise to the occasion. They remain open to new ideas, ask
questions and feel confident in their ability to acquire the
knowledge needed to complete the task. They exhibit a "can do"
attitude in their approach to change. They may admit that the
task is difficult, the procedure a bit cloudy, and the outcome
unknown or questionable, but they are committed to rising to
the challenge!
- Enthusiasm
Some employees naturally approach life and challenges more
enthusiastically than others. Instead of trying to pick apart
a proposed change and find all the ways it won't work, they
see it as a natural part of an organization's evolution.
Supervisors lucky enough to have enthusiastic employees need
to support and nurture them, because their enthusiasm can
infect other employees and help make the implementation of
change much more palatable for everyone.
- "Maybe I could adjust to this change .
. . ."
Not all employees embrace change enthusiastically. Some watch
from the sidelines--but remain open-minded. After a period of
observation, they may agree to give the change a chance. While
they may not be eager participants in the change process
initially, they at least acknowledge the possibility of
adjusting to the change. They express a willingness to learn
new techniques and procedures and do not sabotage change
activities.
- Positive Vision
Finally, there are employees who look at the bigger picture
and visualize the possibilities. Their positive attitude
toward change is based on a broader awareness of the
marketplace, the specific industry and their competitive
position in it. They trust in their company's leadership.
Because they feel positive about the company's future, these
employees generate a positive vision to their coworkers and
encourage them to have trust during times of change and
confusion.
Organizational change is an ever present reality. Now that you
know what to expect from employees, join us next month for
tips on how to successfully lead your employees through
uncharted waters.
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