Page 244 - Managing Change in Organizations

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Managerial skills for effective organizational change
The first step was to test the reality faced by the company and to draw people
into this testing process. Employees at all levels needed to understand the prob-
lems the company was facing. Beyond this, it was essential that people be given
the chance to seek out and develop solutions. Thus on the one hand openness
in negotiations and communications with employees meant that the problems
were better understood. On the other hand, through involvement of employ-
ees and by bringing in new skills (particularly marketing), new ways of doing
things were sought. Employees were drawn into solving problems such as qual-
ity, absenteeism, factory layout and so on. Project groups from the design, mar-
keting and production departments became involved in seeking new products.
People were given the opportunity to try out new ideas, to experiment, to seek
solutions. This, then, initiated a process of attitude change. Recognizing the
problems and becoming involved in processes aimed at developing solutions
led to a more open approach to the idea of change. Initially seeing it as
unavoidable, employees began to recognize the possibility that constructive,
albeit not painless, action was feasible. In these ways management and employ-
ees were facing the challenge identified in Table 13.3 (based on Argyris and
Schon, 1974).
Important in the above was the recognition that involvement of people in
examining the problems and seeking to develop solutions was only one part of
the approach. Top management involved themselves actively in that process.
Moreover, all manner of developments and improvements were discussed in the
context of the strategy that management had agreed on in order to turn the com-
pany around. By showing people that new products were being developed, that
new markets were being actively sought, that new materials were available, a
‘vision of the future’ was being established. Within such a context, project groups
worked effectively and energetically. Thus began a process which led to some
quick and some longer-term results. Attitudes changed over time as part of a
process of trial and error, experimentation and success. Only when this process
developed was training introduced. This process clearly involved personal and
management development. More specific programmes of product, technical and
skills training were deployed in support.

Opening up the reality-testing process through involvement merely creates
uncertainty and anxiety unless those same people really believe that there is a

Table 13.3 Learning from changing: implementing strategic change testing (the problem-solving
process)

Decision making
Attitudes to change (particularly Restricted (within the Extensive (involvement of
within top management) management team) those affected)
Negative Little learning or change Anxiety-creating behaviour
Positive Learning and change can Learning and change
occur only if not dependent possible
on other people

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