Page 261 - Managing Change in Organizations

CarnCh13v3.qxd 3/30/07 4:31 PM Page 244

Chapter 13 ■ Managing major changes
performance is the self-esteem of the people involved. (Note here that we think
of relative levels – notional performance might be improved tenfold as a conse-
quence of new technology – the problems we have discussed may mean that in
the early stages following the introduction of the new technology only 60 per
cent of notional performance is achieved. While this means that 40 per cent is
being lost, it does represent a sixfold improvement.) Finally, it is not suggested
that people go through these stages neatly, or that all go through them at the
same time or at the same rate. Some may not go beyond the denial of change.
The important point is that people do seem to experience significant changes
in these ways and that this leads to a number of practical ways in which the prob-
lems of coping can be handled.

Coping with the process of change

Coping with the process of change places demands on the individuals involved;
various issues need to be faced either by these individuals or by their managers.
Note, however, that these issues are of concern to all affected by an organiza-
tional change, including managers. In the following pages I will set down a simple
framework of coping with change, identifying issues to be faced.

Coping with change: issues to be faced

Know yourself

Issues
Would I have chosen this to have happened? Do I accept it? Can I benefit from
the changes? What is the worst that can happen to me?

Discussion
Here we are concerned with feelings about the changes to be introduced. In par-
ticular, we are concerned with the question of the worst that can happen to the

individual. This might be the loss of a job. Alternatively, it might be a transfer to
a new job or new department. Or it might mean taking on new skills. It is often
difficult for managers to provide this kind of detailed information (see the sec-
tion on information below). However, it is often possible to provide some level
of guarantee at an early stage. Doing so sets boundaries on the problems for the
individuals concerned. It provides them with vital data as they try to make sense
of how the changes will affect them and how they feel about it.

Issues
Do I know what I want? Do I know what I don’t want?

Discussion
These are difficult questions to face. How many of us have clear answers to them?
Yet answering them (even if only in a tentative way) is essential if we are to come

244