Page 260 - Managing Change in Organizations

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The coping cycle
have seemed threatened by the changes being introduced. Thus it is that self-
esteem begins to flow back like the returning tide.
The crisis of change creates great tensions for those involved; this much we
have seen. It creates a plethora of reasons for people to feel upset and disorien-
tated. The new job we have been assigned to appears to be of lesser status, valued
skills seem unnecessary, the new work appears to be frustrating. The new system
or machine appears to be unusual, even frightening, although with practice it
becomes commonplace. The crucial point is that this process needs time.
Discarding involves experimenting and risk. Time is needed for individuals to
recreate their own sense of identity and self-esteem as they ‘grow’ into the new
situation.

Stage 4: Adaptation

Now a process of mutual adaptation emerges. Rarely do new systems, procedures,
structures or machines work effectively first time. Individuals begin to test the
new situation and themselves trying out new behaviours, working to different
standards, working out ways of coping with the changes. Thus the individual
learns. Other individuals also adapt. Fellow workers, supervisors and managers all
learn as the new system is tried out. Finally, technical and operational problems
are identified and modifications made to deal with them; thus progress is made.
Significant amounts of energy are involved here. The process of trial and error,
of effort and setback, and the slow building of performance can often be a source
of real frustration. In these circumstances people can evince anger. This is not
resistance to change; rather, it is the natural consequence of trying to make a new
system work, experiencing partial (or complete) failure which may or may not be
under the control of the individuals concerned. This anger does not result in
attempts to oppose but, rather, articulates the feelings of those trying to make the
new system work. While managers should ensure that the right training and sup-
port is available, we argue that they should generally remain in the background,
allowing the people who are directly involved to make it work. By doing so these
people will develop the skills, understanding and attachments needed for the sys-

tem to be run effectively in the longer term.

Stage 5: Internalization
Now the people involved have created a new system, process and organization.
New relationships between people and processes have been tried, modified and
accepted. These now become incorporated into an understanding of the new
work situation. This is a cognitive process through which people make sense of
what has happened. Now the new behaviour becomes part of ‘normal’ behaviour.
It appears that people experience change in these ways, initially as distur-
bance, perhaps even as a shock, then coming to accept its reality – testing it out
and engaging in a process of mutual adaptation and finally coming to terms with
the change. Self-esteem and performance vary, initially declining and then grow-
ing again. The variation of performance flows from mutually reinforcing indi-
vidual and operational causes, as we have seen. The ‘engine’ for rebuilding

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