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." Once you ve identified people likely to be uncomfortable withchange, think about their roles in the change initiative.Theyprobably aren t the ones you ll want in key positions where ini-tiative and enthusiasm are needed.Think, too, about how theseindividuals can be helped through the process." For individuals with pro-change dispositions, consider ways tooptimize the energy they bring to the program, and how theycan work with others.And don t forget about yourself.Like everyone else you have aunique disposition to change.You either love it, hate it, or (morelikely) you re somewhere between those extremes.Discovery Learning, Inc.of Greensboro, North Carolina, has de-veloped a helpful methodology for measuring an individual s dispo-sition to change, indicating where that person is likely to fall on a preferred style continuum.3 In their model, Conservers occupyone end of the continuum.Conservers are people who prefer currentcircumstances over the unknown people who are more comfort-able with gradual change than with anything radical.Occupying theopposite end of the spectrum are the Originators, who prefer morerapid and radical change. Originators are representative of the reengi-neering approach to change, according to Discovery Learning. Thegoal of an Originator is to challenge existing structure, resulting infast, fundamentally different, even systemic changes. 4 Occupying amiddle position between these two extremes are the Pragmatists who support change when it clearly addresses current challenges.Pragmatists are less wedded to the existing structure than to structuresthat are likely to be successful.(See Change Style Characteristics formore on how Discovery Learning generalizes the characteristics ofpeople who represent these three change style preferences.) 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 73Social and Human Factors 73Change Style CharacteristicsWhen Facing Change, Conservers:" Generally appear deliberate, disciplined, and organized" Prefer change that maintains current structure" May operate from conventional assumptions" Enjoy predictability" May appear cautious and inflexible" May focus on details and the routine" Honor tradition and established practiceWhen Facing Change, Pragmatists:" May appear practical, agreeable, flexible" Prefer change that emphasizes workable outcomes" Are more focused on results than structure" Operate as mediators and catalysts for understanding" Are open to both sides of an argument" May take more of a middle-of-the-road approach" Appear more team-orientedWhen Facing Change, Originators:" May appear unorganized, undisciplined, unconventional,and spontaneous" Prefer change that challenges current structureContinued 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 7474 Managing Change and Transition" Will likely challenge accepted assumptions" Enjoy risk and uncertainty" May be impractical and miss important details" May appear as visionary and systemic in their thinking" Can treat accepted policies and procedures with little regardsource: W.Christopher Musselwhite and Robyn Ingram, Change Style Indicator (Greensboro, NC:TheDiscovery Learning Press, 1999), 5 7.Used with permission.Knowing where your coworkers stand and where you standin a change preference continuum such as this one can help you bemore effective in managing the people side of a change initiative.The Resisters The reformer has enemies in all those who profit by the old order, Machiavelli warned his readers.And what held true in sixteenth-century Italy remains true today.Some people clearly enjoy advan-tages that rightly or wrongly they view as threatened by change.They may perceive change as endangering their livelihoods, theirperks, their workplace social arrangements, or their status in the or-ganization.Others know that their specialized skills will be renderedless valuable.For example, when a supplier of automotive hydraulicsteering systems switched in the late 1990s to electronic steeringtechnology, employees with expertise in hoses, valves, and fluid pres-sure were suddenly less important.The know-how they had devel-oped over long careers was suddenly less valuable for the company.Any time people perceive themselves as losers in a change initia-tive,expect resistance.Resistance may be passive,in the form of non-commitment to the goals and the process for reaching them, oractive, in the form of direct opposition or subversion.How will youdeal with that resistance? 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 75Social and Human Factors 75Change masters have dealt with resisters in different ways overthe years.French revolutionaries used the guillotine.The Bolshevikshad resisters shot or packed off to the gulags.Mao and his commu-nist followers sent them to reeducation camps.Employment lawshave removed these proven techniques from the corporate changemaster s tool kit,but there are other things you can do.You can beginby identifying potential resisters and try to redirect them.Here swhere you can start:" Always try to answer the question, Where and how willchange create pain or loss in the organization? " Identify people who have something to lose, and try to antici-pate how they will respond." Communicate the why of change to potential resisters.Ex-plain the urgency of moving away from established routinesor arrangements." Emphasize the benefits of change to potential resisters.Thosebenefits might be greater future job security, higher pay, and soforth.There s no guarantee that the benefits of change will ex-ceed the losses for these individuals.However, explaining thebenefits will help shift their focus from negatives to positives." Help resisters find new roles roles that represent genuine con-tributions and mitigate their losses." Remember that many people resist change because it representsa loss of control over their daily lives.You can return some of thatcontrol by making them active partners in the change program.If these interventions fail, move resisters out of your unit.You can-not afford to let a few disgruntled individuals subvert the progressof the entire group.But don t make them walk the plank. Do whatyou can to relocate them to positions where their particular skillscan be better used.That s what the innovator of electronic steeringsystems did.That company still had plenty of business supplying hy-draulic systems to car and truck manufacturers, so it employed its 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 7676 Managing Change and Transitionhydraulic specialists in those units even as it hired electronic engi-neers for its expanding new business.As you consider resisters, don t forget that your own approach toinitiating or managing change may be contributing to the problem.We noted in the previous chapter that technical solutions imposedfrom the outside often breed resistance because they fail to recognizethe social dimension of work.Paul Lawrence made this point manyyears ago in his classic Harvard Business Review article How to DealWith Resistance to Change. 5 In looking at interrelationships amongemployees Lawrence found that change originating among employ-ees who work closely together is usually implemented smoothly.Butchange imposed by outsiders threatens powerful social bonds,gener-ating resentment and resistance [ Pobierz całość w formacie PDF ]
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." Once you ve identified people likely to be uncomfortable withchange, think about their roles in the change initiative.Theyprobably aren t the ones you ll want in key positions where ini-tiative and enthusiasm are needed.Think, too, about how theseindividuals can be helped through the process." For individuals with pro-change dispositions, consider ways tooptimize the energy they bring to the program, and how theycan work with others.And don t forget about yourself.Like everyone else you have aunique disposition to change.You either love it, hate it, or (morelikely) you re somewhere between those extremes.Discovery Learning, Inc.of Greensboro, North Carolina, has de-veloped a helpful methodology for measuring an individual s dispo-sition to change, indicating where that person is likely to fall on a preferred style continuum.3 In their model, Conservers occupyone end of the continuum.Conservers are people who prefer currentcircumstances over the unknown people who are more comfort-able with gradual change than with anything radical.Occupying theopposite end of the spectrum are the Originators, who prefer morerapid and radical change. Originators are representative of the reengi-neering approach to change, according to Discovery Learning. Thegoal of an Originator is to challenge existing structure, resulting infast, fundamentally different, even systemic changes. 4 Occupying amiddle position between these two extremes are the Pragmatists who support change when it clearly addresses current challenges.Pragmatists are less wedded to the existing structure than to structuresthat are likely to be successful.(See Change Style Characteristics formore on how Discovery Learning generalizes the characteristics ofpeople who represent these three change style preferences.) 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 73Social and Human Factors 73Change Style CharacteristicsWhen Facing Change, Conservers:" Generally appear deliberate, disciplined, and organized" Prefer change that maintains current structure" May operate from conventional assumptions" Enjoy predictability" May appear cautious and inflexible" May focus on details and the routine" Honor tradition and established practiceWhen Facing Change, Pragmatists:" May appear practical, agreeable, flexible" Prefer change that emphasizes workable outcomes" Are more focused on results than structure" Operate as mediators and catalysts for understanding" Are open to both sides of an argument" May take more of a middle-of-the-road approach" Appear more team-orientedWhen Facing Change, Originators:" May appear unorganized, undisciplined, unconventional,and spontaneous" Prefer change that challenges current structureContinued 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 7474 Managing Change and Transition" Will likely challenge accepted assumptions" Enjoy risk and uncertainty" May be impractical and miss important details" May appear as visionary and systemic in their thinking" Can treat accepted policies and procedures with little regardsource: W.Christopher Musselwhite and Robyn Ingram, Change Style Indicator (Greensboro, NC:TheDiscovery Learning Press, 1999), 5 7.Used with permission.Knowing where your coworkers stand and where you standin a change preference continuum such as this one can help you bemore effective in managing the people side of a change initiative.The Resisters The reformer has enemies in all those who profit by the old order, Machiavelli warned his readers.And what held true in sixteenth-century Italy remains true today.Some people clearly enjoy advan-tages that rightly or wrongly they view as threatened by change.They may perceive change as endangering their livelihoods, theirperks, their workplace social arrangements, or their status in the or-ganization.Others know that their specialized skills will be renderedless valuable.For example, when a supplier of automotive hydraulicsteering systems switched in the late 1990s to electronic steeringtechnology, employees with expertise in hoses, valves, and fluid pres-sure were suddenly less important.The know-how they had devel-oped over long careers was suddenly less valuable for the company.Any time people perceive themselves as losers in a change initia-tive,expect resistance.Resistance may be passive,in the form of non-commitment to the goals and the process for reaching them, oractive, in the form of direct opposition or subversion.How will youdeal with that resistance? 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 75Social and Human Factors 75Change masters have dealt with resisters in different ways overthe years.French revolutionaries used the guillotine.The Bolshevikshad resisters shot or packed off to the gulags.Mao and his commu-nist followers sent them to reeducation camps.Employment lawshave removed these proven techniques from the corporate changemaster s tool kit,but there are other things you can do.You can beginby identifying potential resisters and try to redirect them.Here swhere you can start:" Always try to answer the question, Where and how willchange create pain or loss in the organization? " Identify people who have something to lose, and try to antici-pate how they will respond." Communicate the why of change to potential resisters.Ex-plain the urgency of moving away from established routinesor arrangements." Emphasize the benefits of change to potential resisters.Thosebenefits might be greater future job security, higher pay, and soforth.There s no guarantee that the benefits of change will ex-ceed the losses for these individuals.However, explaining thebenefits will help shift their focus from negatives to positives." Help resisters find new roles roles that represent genuine con-tributions and mitigate their losses." Remember that many people resist change because it representsa loss of control over their daily lives.You can return some of thatcontrol by making them active partners in the change program.If these interventions fail, move resisters out of your unit.You can-not afford to let a few disgruntled individuals subvert the progressof the entire group.But don t make them walk the plank. Do whatyou can to relocate them to positions where their particular skillscan be better used.That s what the innovator of electronic steeringsystems did.That company still had plenty of business supplying hy-draulic systems to car and truck manufacturers, so it employed its 069-082 HBE-MCT C5 3rd 10/15/02 9:56 AM Page 7676 Managing Change and Transitionhydraulic specialists in those units even as it hired electronic engi-neers for its expanding new business.As you consider resisters, don t forget that your own approach toinitiating or managing change may be contributing to the problem.We noted in the previous chapter that technical solutions imposedfrom the outside often breed resistance because they fail to recognizethe social dimension of work.Paul Lawrence made this point manyyears ago in his classic Harvard Business Review article How to DealWith Resistance to Change. 5 In looking at interrelationships amongemployees Lawrence found that change originating among employ-ees who work closely together is usually implemented smoothly.Butchange imposed by outsiders threatens powerful social bonds,gener-ating resentment and resistance [ Pobierz całość w formacie PDF ]