Even though efforts to conceptualize organizational change have defied universal acceptance over time, there is a consensus that organizational change comes in various categories. One of such categories is the change based on its extent, and speed i.e. time it takes to be done. Under this category, we have incremental/radical change and continuous/episodic change. Incremental change is hardly noticed and slows in nature, but can lead to transformation over a long period.
This is what scholars Kanter, Stein, and Jick (1992) called the ‘Long March Approach. It is also called first-order change. Incremental change is geared to achieving changes in culture and behaviour. Radical change is also called second-order and transformation change. It is sometimes the result of mergers, acquisitions, and disposals. It is perceived as a bold stroke approach towards change. On the flip side, continuous changes are those changes, which are ongoing, evolving, and cumulative. Episodic changes tend to be infrequent, discontinuous and it usually occurs as the organization moves away from the equilibrium stage, or change as a result of misalignment or environmental encroachment.
However, change is inevitable. In business (and life), we must move on as circumstances and forces change all around us. But, too often, employees are fearful about a change because they are not sure that they will be able to perform as well as they have done in the past. Researchers have identified the consequences of employee’s resistance to change as; slow down of the change (and thus increase in cost), less productivity (outcome), employees corruption, high employees’ turnover, disturbance and trouble in a change program, failure of change program, and in extreme situation it can even lead the organization to destabilization and breakdown. It should not be denied that resistance to change might be a valuable employees’ passion that can be utilized more effectively to unlock productivity gains. So, this piece contends that the employees’ resistance to change, if managed skillfully by the managers and policymakers are more constructive to the attainment of managerial and organizational milestones. The strategies highlighted below have been proven to be highly effective in managing employee resistance for productivity gains during the organizational change journey.
· Employee and Stakeholder Engagement. Leveraging on employee and stakeholders engagement is a critical first step to implement a productive change regime. Company decision-makers are to implement a system of information dissemination and feedback from employees and critical stakeholders. Leaders should cultivate the listening culture – Listen, listen, and listen. Greater efforts should be made to receive and respond to the feedback that is provided by the employees since they are the ones responsible for quality service delivery and clients’ happiness. Employees are the executor of tasks and jobs, so keeping them in the loop is vital. Ask employees probing questions: Is the change working? What can we do to make it work better? Do employees have any questions or concerns? These are all great questions to ask, but if feedback is going to be collected, it needs to be read and utilized. These answers can be used to change the plan accordingly, and show employees that their ideas and concerns are being heard;
· Implementing the change in sequence. Change leaders can adopt the Lewin Change Management Model. This model of change management is based on three (3) important phases in the process of implementing and managing changes in the organization. The unfreezing stage ensures that employees are ready for change. The change phase involves the execution of the intended changes and the refreeze is the stage that ensures that the change becomes permanent. Once the team is habituated with the new system, it is set as a norm and used as a basis for improved productivity;
· Effectively managing opposition to the change. Company executives should constructively engage those who are opposed to the change. By doing this, they can actively see what their concerns are and possibly alleviate the problem promptly. By allowing employees time to give their input, it assures them that they are part of a team that cares about its employees. Communicating both early and often is necessary when trying to convey anything to employees. There should be a constant conversation between the C-Suite and the general employees on what is happening day-to-day, and for what is to come in the future. In this regard, managers and team leaders should exhibit truthfulness, forthrightness, and timeliness with big changes in the workplace.
In all, organizations of all variants experience market and environmental shocks or jolts which always necessitate change, because businesses have to evolve to attain the vision of long-term existence. Therefore, the managers and change leaders should develop their ability to effectively utilize employees to harmonize their personal goals with the firm’s goals (productivity gains, profitability, and long-term survival) arising from the implementation of the change program.
Majekodunmi is a management consultant and change management strategist and the Founder/Head of Research & Strategy, Majeesky Consulting Nigeria. He writes via [email protected]
