Change is now constant; nothing, but nothing, is stable any more. Embrace it!

How change relates to organisation and management;

• changes in the environment of the organisation (consumer trends, law, social needs)
• changes in the products made and services provided
• changes in work methods, how goods and services are provided
• changes in management and working relationships
• changes in organisation structure and size

How changes affect individuals;

• physiological changes in a person’s life through maturation, ageing, senility
• physiological changes through new working patterns, shifts which disrupt the body’s functions
• circumstantial changes from a new work location, different routines, letting go of familiar things and learning new tasks or routines. This also included “unlearning” old ways of work

Change also affects individuals psychologically

• creates feelings of disorientation before new circumstances have been taken on board
• unfamiliarity leads to insecurity; pressures for continuity and progression are pressures coupled with fast and steep learning curve
• secure basis of working relationships are destroyed
• change affects the individuals self-image; competence and knowledge become uncertain in new environments

Change also affects individuals psychologically

Some want to preserve the status quo because it is comfortable and we have boundaries within this; others yearn for change and the positives it will hopefully bring (looking on it as progress and improvement).

Resistance to change

self-interest – where the status quo is comfortable and useful for the worker and change is uncertain and threatening
misunderstanding and distrust – where the explanations for and benefits of change have not been fully explained or explored
contradictory assessments – some will not agree with the organisations evaluations of costs and benefits associated with the change involved
low tolerance of change – low tolerance of ambiguity, uncertainty, fear of threat and challenge to the individual’s self-image

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