Page 339 - Managing Change in Organizations

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Chapter 17 ■ Culture models and organization change

4 Many people were involved in different ways – to fix responsibility, report the story,
compensate victims, avoid repetition of this type of accident and look at the future
of the Bhopal plant.
In this process all manner of trade-offs, bargains, compromises, misunderstandings and
conflicts were likely.

Conflicting demands
In a world in which resources are finite, there will always be conflicting demands for
resources, attention or priority. Moreover, it seems likely that managers and others
will be in conflict over the goals to be pursued and the means of use. Finally, dis-
agreement will have both cognitive and emotional dimensions. While conflict can
be a positive force for change, the first point to note about it is that it cannot be (and
indeed should not be) eliminated. For example, in the Bhopal disaster described in
the case study it was always clear that the demands of victims, the governments con-
cerned and the company would be in conflict – the interests were so different.

Uncertainty
This point hardly needs emphasizing. We live in an uncertain world. Managers
must necessarily deal with uncertainty.

Bias
Again, the point hardly needs emphasis. We all have incomplete perceptions and
stereotyped attitudes, and this can lead us to adopt biased views. Moreover,
departmental as well as personal bias needs to be considered. The different
departments reflect the concerns and views of that department, which are not
necessarily a corporate view.

External forces
The changes in markets, technologies and legal frameworks external to the
organization need to be dealt with by managers. While companies can set out to

influence these external factors by lobbying, advertising and so on, they tend to
be insurmountable at any given time.

Some things that top and middle managers can do
If these are the things managers can do little about, what are the things that man-
agers can do?
1 They can choose the problems to work on, the battles to fight, when to act and
when to wait. Timing can be an important skill (see below).
2 They can develop a broad and detailed knowledge of the organization, its clients
or customers and its people. Knowledge is power.
3 They can try to develop their own self-awareness. What are my strengths and
weaknesses? What do I wish to achieve? What does all this tell me about 1 and
2, but about 1 in particular?
4 They can set out to develop their own skills in order better to influence others.
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