Page 254 - Managing Change in Organizations

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Coping with organizational change
pass on the information we have. Usually we do so without attempting to make
it intelligible, if we pass it on at all.
Thus far in this chapter we have discussed ways and means of introducing
major changes effectively. Here I wish to stress one crucial point. Effective organ-
izations are those which introduce change quickly and in which people –
employees and managers – learn about the business or organization as this
process proceeds. Achieving change without learning is possible, but sometimes
not without struggle if powerful groups oppose. Introducing change in ways
which do not encourage learning is likely in the future to entrench negative atti-
tudes to change. Only if people and organizations change, by learning from the
experience of change, can effectiveness be achieved and sustained. I have
attempted to draw together a range of ideas and practical steps to help people
manage change effectively.
All these ideas and steps need to be integrated for effectiveness. Only if we
manage transitions effectively can learning and change occur. This also acts as a
constructive constraint on the politics of change which can so easily run out of
control. Moreover, managing change effectively reduces anxiety and helps those
individuals who find change stressful to cope with it. This in turn leads to a more
positive attitude to change. Thus it is that we come full circle. If these ideas are
synthesized in a managerial approach to organizational change, then there
would seem to be a better prospect of success and effectiveness. Difficult and
demanding in practice, I offer these ideas as the basis of how managers are able
to see changes through. Figure 13.2 summarizes the ideas presented here. The key
point is that only by synthesizing the management of transition, dealing with
organizational cultures and handling organizational politics constructively, can
we create the environment in which creativity, risk taking, learning and the
rebuilding of self-esteem and performance can be achieved. If we can sustain
such a synthesis then learning and change can follow. More important, because
people have learned about the business through the process of changing, the
organization probably becomes more effective. By creating the conditions for
extensive problem solving and positive attitudes to change, future effectiveness
is created.

Managing
transitions Creativity,
effectively risk taking and
Internal and learning
external
pressures for Achieving
change Dealing with organizational
organizational
(including change and
declining cultures learning
performance and
self-esteem) Rebuilding
Managing self-esteem and
organizational performance
politics

Figure 13.2 Managing major changes

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