Page 316 - Managing Change in Organizations

CarnCh16v3.qxd 3/30/07 4:35 PM Page 299

Managing change for management development

three managers working rotating shifts and covering the whole 24 hours, there was
substantial opportunity for improvement. For example, whereas the nightshift man-
ager could previously hide from his problems at night, it was now necessary for him to
discuss them openly with the manager who was about to take over from him and prob-
lems had to be faced because they would be noticed by the next person working on
that shift. This enhanced the atmosphere of having to address problems frankly and
openly. It was interesting to note that whereas previously they had failed to hand out
warnings, there have recently been instances where they have gained such confidence
and enthusiasm that they have been competing to be the one to hand out the warn-
ing. One manager even insisted on coming in from holiday in order to see a particu-
larly difficult employee who had worked exclusively for him before the rotating shift
system had been introduced.
By working hard to create an atmosphere in which managers could take the task of
changing their approach without fear of reprimand, it was possible to encourage behav-
ioural change. This was enhanced by ensuring that frank admissions (e.g. regarding the
written warnings) were not ’punished’ but at the same time it was necessary to ensure
that the proper approach was discussed.

Managing change for management development

It was clear from Chapter 11 that significant changes were introduced and impor-
tant performance improvements achieved at ABF Ltd. The two examples given
above demonstrate how important management style and management develop-
ment can be in a period of change. Developing a more open and positive manage-
ment style was seen in Chapter 11 as a precursor of other much needed changes.
Here it becomes clear how important this is for development and learning by these
managers during the process of change. Turning back to Table 13.3, it is now all too
obvious that learning and change will only be possible given a positive attitude to
change (from top management) and an open approach to developing changes,
ideas and solving the problems along the way. Without both we have some com-
bination of stagnation, anxiety and resistance to change.

It is important for us to recognize that significant change programmes are not dis-
crete events. The objective is not simply profitability or increased effectiveness, cru-
cial as these are to all of us; rather, it is about increased adaptability and effectiveness
and we assess these qualitatively. But do not leave this book with the view that this
is about increased satisfaction as such; rather, it is about increased openness, a
greater willingness to face and deal with problems, more openly handled conflict.
The net result may, superficially, seem less happy. There will be more analysis, more
debate and greater effort directed at improving performance and cost-effectiveness.
All this needs patient and sustained effort. There is plenty of room for misun-
derstanding along the way. Many people’s assessments may appear to be contra-
dictory. Take an example I know of change in a social services organization.
Specifically, the changes were aimed at alleviating the problems so often associ-
ated with the institutionalized care of the elderly mentally disturbed. Among
many changes introduced was a residents’ council for each ‘home’. A comment
from the minutes showed one patient saying: ‘There’s been a fall in the discipline.

299