Competition requires that organizations must change the way they do business and how they treat with customers. Changing employee behaviours from one of indifference towards customers to seeing the customer as essential to the business, has proved difficult in so many cases. One well known organization, known for its poor service, changed strategy by outsourcing it's customer contact department only to demonstrate no change in service. Despite the high turnover in front line staff there are some food establishments for example, that we have come to expect poor service from. Changing employee behaviour takes work because we do not want to change. Employees are happy with the status quo and they do not believe that the change is of benefit to them. Hence the "...come fi drink milk not count cow" syndrome.
Wednesday, June 9, 2010
Change is the only constant
Life is dynamic. Simple. Times change, people change, we change, the organization changes. However, people simply do not like change. It is human nature to resist change and Jamaicans just do not like change. We see it in our institutions, public and private. When we ask our employees to think outside of the box, the response is minimal; employees stay with a company for years because they fear leaving the security of tenure, even though the organization may be bad. Especially if there is a risk associated with the change, we resist. Employees only demonstrate any desire to change their behaviours when they are dissatisfied. The result then, is typically separation with the organization. Despite this, some employees stay and it becomes challenging for the organization to facilitate those behaviour changes to help propel the organization and remain competitive.
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Life is dynamic; true. And yes, everything changes at some point or other, in one way or another. But is it really human nature to resist change? Or is it human nature to resist change when we don’t know the why, how, when or what is my role in the process? I think the latter. I would also argue that people in fact are naturally receptive to change, and only resist change when a potential loss is perceived. People also resist change when communication is insufficient or unclear, or when they are not given a chance to participate in the decision making process, i.e. should we change? And how should we change?
ReplyDeleteFurther, “example” is a great motivator for change, particularly as it relates to customer service. This happens in two ways; -
1. Managers must treat staff as “customers” and must be willing to “serve”.
2. A manager who consistently displays excellent service habits will motivate employees to adapt similar habits in their interactions with customers.
Changing frontline staff obviously is not the solution for the poor service delivery at these food establishments. Typically, Jamaican establishments do not invest in training and development, and it is very common for managers to be office or desk bound. The change, therefore, must begin at the top; the reason for a desired shift in behaviour must be clearly communicated to the employees, and managers in these establishments must actively participate in the process. And yes, some incentive must be given for change; employees in these establishments are often made to feel “expendable”, and as a result the “…come fi drink milk not count cow” syndrome.
I agree with you partly, Lorna, life is dynamic, yes and managers must consistently display excellence in their service delivery. However, I strongly believe that job fit is important, meaning, the best person for the position. In a service oriented institution, persons that naturally have the drive, enthusiasm and innate desires to help are the ones that should be employed to fill customer service positions,Thus reducing the incidence of "bad" customer service.
ReplyDeleteOn the point of change, an individual's personality will definitely influence his attitude towards change. for example, some persons are born risk averts and of such will contemplate the associated risks that come with changes and naturally will try to avoid them, consequently being deemed as resistant to changes. Conversely, there are those persons who are born risk takers and therefore are not daunted by the associated risks that come with changes and these persons are deemed agents of change.
Therefore an understanding of the psychological makeup of an individual is important to effectively bring about changes in an organization and ultimately contribute to the overall goals and objectives of the organization that are geared towards achieving competitive advantage in this global market place.
It may be true that "a manager who consistently displays excellent service habits will motivate employees to adapt similar habits in their interactions with customers". However it has been observed that culturally many employees in various organiations have no interest in their companies or the business objectives of their firms whatsoever. Many simply perceive their jobs as a means to an end. I agree that managers should act in the best interest of employees, and that effective communication is necessary to produce a favourable outcome. We must also note though, that various employees may be motivated by different things in different ways. Hence, once managers provide employees what what is most important to them in the workplace then productivity(i.e, customer service, ouptut levels etc.) increases. That being said, employees will always want a higher paying salary, or will always complain that a particular task is not in their job description, or may always believe that the old way of doing things is the best way, or may always waste comapny resources. So it may be more than simply communicating a change in strategy or providing training. A job fit as Fitz-Roy suggested is key. In this case the employee's capabilities and interests are consistent with the requirements of their job. Hence they will satisfy both their own objectives and that of their comapnies, and their job will be more rewarding to them.
ReplyDeleteChange is inevitable, necessary, and even desirable. Change is a constant in our lives. Resisting change is the cause of so much unnecessary struggle, turmoil, and stagnancy in the Jamaican experience. It is only natural to crave stability but when we understand and embrace the nature of reality it becomes very apparent that change truly is the only constant. Everything is in the process of becoming something else.
ReplyDeleteLorna pointed out that people resist change due to inefficient and unclear communication, but is that really an astute statement to make as it regards to the resistance of change. I think not. People resist changes for various reasons and this resistance can stem from a number of mishaps in an organization or one’s personal life resulting in a terminal resistance to any form of change.
Employees/People fear the unknown. They fear what they are not comfortable with or do not know. All the various reactions to fear can be seen throughout companies trying to adapt and to change to new market conditions and growth hurdles; inability to rally to a cause, dragging their feet on deliverables, inflating how much effort it takes to do new things, denouncing the change as against organizational values, and the list goes on. This reaction to fear seems to grow in intensity the more veteran, experienced and perhaps even older the professional becomes though to be honest, this is not always the case.
So yes a job-fit is essential as pointed out by Fitzroy. Due to the fact that for many organization change lead to a competitive edge in industry and the drive can serve as the catalyst to change. This is true in the fast food industry. The competitiveness is strong and the ultimate key is for a fast food establishment to stay ahead of the competition hence the important need for change in the areas of customer service relations. For a small handful, the inability to change is related to factors beyond work and into their personal lives. In these cases, businesses need to understand the personal reasons and make as many accommodations as necessary but ultimately the organization as a whole cannot wait for one single individual; they move on with the hope that when their valued employee is ready they can re-engage when they can. For many simply being shown the opportunities within the upcoming changes are the only nudging they need. The excitement and enthusiasm to do something new and challenging can outweigh the fear of the unknown.
Change management is a structured approach which must past from one state, stage or form, to another. People do not like change. It is human nature to resist change. Organizations today are forced to make changes due to globalization and the increased competitive environment. As a result, employees’ behaviour must be altered for the change to be effective. Kurt Lewin , the psychologist clearly stated that change implementation should go through three stages, namely, unfreezing, moving and refreezing (pg 29 of required text). I strongly agree with the psychologist. For the better good of all stakeholders, dissatisfaction should be created with the current status quo which would eventually lead individuals to change.
ReplyDeleteChange management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If individuals are force to change, normally problems arise. Change must be realistic, achievable and measurable.
I strongly disagree with outsourcing customer contact department. I agree with Fitzroy when he said that persons that have the desires to help others are the ones that should be employed in these positions. Staff should be adequately trained to deal with customers in order to build good customer relations.
According to King Whitney, Jr., “Change has considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. Obviously, then, one’s character and frame of mind determine how readily he brings about change and how he reacts to change that is imposed on him.”
ReplyDeleteProviding the necessary information to increase employees' awareness of the business need for change is the first and most important proactive step in successful resistance management. Management should include employees in the transitional process. By doing this, the staff will feel more comfortable with the change as they know the importance and the benefits of such a decision. I strongly agree with Brenda lee that change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes.
Fitzroy raised a very important point about job fit. But the reality is a lot of people do not find a job that matches their personality or their career path; especially for individuals who are employed to fast food restaurants. It is simply a 9-5 that gets the bills paid. The onus is on Management to provide proper training and incentives to keep their staff motivated and maintain high productivity levels.
Maya Angelou summed it up nicely by saying “If you don't like something, change it. If you can't change it, change your attitude. Don't complain.”
My opinion is that many people reject change because they are too comfortable and don’t understand the necessity for change. My current experience at my workplace with the staff is a perfect example. Over 40% of the staff has been working at my current employment for over 5 years, some up to 10 years and over. These employees are comfortable and they choose not to change because many of them fear it and others are just LAZY.
ReplyDeletePeople tend to be afraid of things they are not familiar with and as a result they fear change. They fear trying something new and failing at it. It is our duty to find out what exactly do they fear. It all comes right back to comfort level.
Transparency and clarity is key I believe. We need to understand why people resist change, so that we may shift strategies. It may be a situation where the employee just doesn’t understand because information was not comprehensible. It is not just about giving people information and hoping that they “get it”. This leads to fear therefore the employees may not be as open to change.
As it was said in class, gaining respect and trust of employees is extremely important for change to be effective among staff. If the person delivering the change process is not liked by the staff, the change will be rejected. We need to develop a good professional relationship with the staff and create trust. You need to know the relationship you have with the people you’re trying to influence. Allow them to know that change is something worth taking a risk for.
Humans are considered to be the most intelligent of the animal kingdom for varied reasons.Unlike the "lower" animals that learn to adapt to their environment,we are capable of changing our environment to suit our likes and dislikes.Well at least that's the way it was... With the advent of rapid changes in technology, triggering the transformation of the enormous world into a relatively smaller global village...change remains the only constant. I do believe that humans will continue to change readily to accommodate favourable expectations, but there will always be apprehension when change is veiled with uncertainty and an ominous atmosphere.Clear channels of communication to allow for efficient information dissemination will alleviate a degree of fear that limits organizational change.
ReplyDeleteCustomer service is very poor in Jamaica, but too often, persons employed to do one of the most important job of an organization ( please the customer), are not empowered or trained to do so.Therefore their jobs are just to survive, not create waves.
Change in everybody's book has the bottom line of being resisted by individuals. For example, when a company develops a strategy to outsource its customer contact department because of poor customer service, this would bring about resistance from employees because they would intrepret this as management not seeing them as being capable of giving good customer service. If this strategy was not communicated effectively to the employees they would eventually react to this negatively and change would never happen. I agree with Kerry where she mentioned that it may be a situation that information was not understoood by the receiver and this was also made mention by Lorna. Management, wanting change to take place will need to take into consideration how they are going to communicate this to employees and how employees will react to this.
ReplyDeleteSometimes if an employee hears about change they may automatically think its going to be a change to their comfort zone or that it may be a change for the worst. They might not have spent the time to really hear why that change is going to take place but this may be so only because the word “change” was mentioned. This goes without saying if an incentive was communicated alongside “change”, employees might give it a second thought, get involved or be part of the change process.
It was also mentioned that employees resistance to change can also occur when employees are not given the chance to be empowered. My opinion to this is that empowerment makes change readily accepted by employees, as they are being prepared mentally and physically for change thus making their job seem more rewarding even if it being a 9 to 5 job to pay the bills or something they want to do for the rest of their working life. This strategy of “employee empowerment in organizational change” makes a company become prepared in their move towards being capable of being on par with the global market place thus being more competitive, marketable, improving customer service and becoming successful at what they do.
(I wasn't finish)I agree with Malesha and Brendalee in highlighting the need for proper change management processes to propel better adaptation to changes, by both staff and management.Quite frankly not everyone is internally motivated, and will do a good job just because they have high expectations of themselves, Other personality types may need external motivation. Being in an organization that treats you as a vital part of their operations, valuing your input, no matter how small, will find employees more adaptable to changes, because for them, the end result of the company also means the end result of their efforts.
ReplyDeleteJob fit is critical! I agree 100% but at what point does a manager decide whether or not an employee is fit for a particular job? Further, are our hiring and recruitment processes on a whole designed to facilitate/discern job fit? Or are we hooked on "paper based" hiring?
ReplyDeleteAre our HR departments comprised of practitioners or paper pushers? Food for thought…
Excellent quote Malesha, it embodies Kurt Lewin’s theory of behaviour being a function of the person (personality) and the environmental context in which they operate. An individual's attitude therefore, will help to determine his response to change. Imposed change, however, rarely elicits welcome, but is usually met by resistance simply because there is a lack of collaboration and consultation.
And yes, communication is critical; timely communication complemented with accurate information and consistent feedback/participation from the all pertinent “stakeholders” will foster an environment for an effective and sustainable change effort.
I believe change can be very tedious and strenuous to impliment if employees are continously resisting the change effort.But why are they resisting the change? They may be resisting the change because of reasons that we might view as meaningless. Employees might choose to remain in a job because of financial reasons: not able move from present location in which they reside(cost to relocate-rent and other associated cost). While some employees just refuse to pursue higher education which inevitable will result in complacency.
ReplyDeleteThe veiw that customer's service and satisfaction should be at the helm, is not always the case. Getting employees to give superb customer service comes at a price.Management would have to ensure that there is the implimentation of a reward or incentive sysytem setup to reward employees for oustanding performances.
I am also in agreement with Kerry that at times employees becomes too comfortable and as a result they refuse to see the bigger picture-which is the need to be receptive and participate in certain change initiative to benefit themselves in the long run.
if change has no direction then it defeats the fundamental principle for change, aslo, if the process of change is not clearly communicated to all involve then it also defeats its intended purpose
ReplyDeleteThis comment has been removed by a blog administrator.
ReplyDeleteChange is constant, in the organization individuals are resistant to change mostly because of how it is communicated to them. Change needs to be implemented gradually over time and smoothly to foster a sense of security and belonging. Employees should be treated as vital to the change process.
ReplyDelete(from Phyllis)
ReplyDeleteWonderful comments guys!
Everyone is affected by the quick pace of change that has taken place over the last decade. Some people will merely survive the wind of change. While others will thrive on change, seizing every opportunity to learn, grow, and improve their lives.
Resistant to change comes from a fear of the unknown or fear of loss. Employees resistant to change come with how well they are prepared to deal with the expected change. An employee’s degree of resistance to change is determined by whether they perceive the change as good or bad, and how severe they expect the impact of the change to be on them.
Acceptance of change is a function of how much resistance the person has, their coping skills and support system.
Management/leaders have the responsibility to address employee’s resistance with the objective of helping the individual reduce resistance to a minimal manageable level. The managers/leaders is not to take on a "take it or leave it" approach just to move with the change. The resistance must be treated with respect.
Perception is a key element in the change process. What perception does the employee has relating to the change? Is there a clear guideline or definition for the change? It is a two way approach so the resistance must also be defined. The change management must be sure to maintain clear channels of communication. This will help employees to understand what is coming and what it means to them. They will be more appreciative of the change and hence more productive.
Those persons who disagree with outsourcing (my friend Brendalee) have a point but I do think it is necessary at times. In some cases a new face helps to motivate the staff. It also depends on how the outsourcing is done the timing and again the perception of the staff. Managers must be absolutely sure outsourcing is necessary and not that they are anxious for a quick fix. It won't work!
Just to add to point of outsourcing, the company was doing poorly, so a change was definately needed, but how was this change implemented, was it planned properly, was it communicated effectively, these are some of the questions that pops up in my mind.
ReplyDeleteAs Miss Hoosang said, lots of changes have taken place over the past ten years, that clearly means we cannot use the same arcane change implemenation strategies from the eighteen century, it won't work with the knowledge workers that exist today.
Managing changes entails the thoughtful planning and sensitive implementation and above all consultation with, and involvement of, the employess affected by the changes. If you force changes on employeess, normally problems arise.
ReplyDeleteAs Kerry rightfully stated, "People tend to be afraid of things they are not familiar with and as a result they fear change." Generally, this is the case, as employees do not relish change because they find it threatening and disturbing.
Culture change too is difficult and time consuming because culture is rooted in the history of an organization. Hence, employees are often times happy doing the 'same ole, same ole', because "a so mi come see it". The challenges of change are always hard, but as employees we all must begin to confront those challenges and realize that we each have a role that requires us to change and become more responsible for shaping our own future.
Like the crocodiles we adapt to particular surroundings and quickly become territorial. Over time we become even more comfortable because we make lateral and horizontal acquaintances with friends or co-workers. While this is constant, increase competition from local or otherwise causes even our management to respond directly or indirectly, thus thrusting at us at times the element of change. Now, if staff members are not sensitized about the objectives and rate of change the natural response from most staff members would be negative. But this can be avoided by simply and clearly communicate the process of change to all involved in a short and caring manner.
ReplyDeleteIt is part of human nature to resist change. People do not like to be pulled from their comfort zone. Most individuals find it difficult and challenging to do things differently. Many persons will try to make the most of their present difficult situation than attempt a new approach which might produce better results.
ReplyDeleteThe challenge of employees recognizing customers as being essential to business is most difficult. A possible solution to this challenge is selecting persons with the "right" personality trait for particular jobs. There are various tests existing that can identify these traits. These tests are widely used in the Insurance Industry in selecting sales agents. After the selection of these "right" employees it is essential that training exercise be conducted which demonstrates the vital link between good customer service and the success of business
(On behalf of Elie)
ReplyDeleteIn fact, “CHANGE” it is a scary word, nobody likes to change. But without change societies, organizations and individuals do not evolve.
Therefore, for leaders to reach their desired goals they need to wait for the trigger events and take blunt decisions to create positive shocks to push their employees forward towards the desire changes.
But leaders cannot take the decision and then force it on their employees, not without preparing the ground for the change. Without the employee’s involvement in the decision making for the change, the organization will struggle to reach its desired goals. The best example of employee involvement is the American Airline case in 2003 where the management succeeded in shifting the company from claiming bankruptcy to profitable airline by involving the employees in the decision-making instead of just giving them the orders.
I strongly believe that employees need to feel that they are part of the organization to be motivated. They need to know that management, shareholders and their future is attached to the organization’s fate, if the organization does well, all is good and if the organization is falling all are falling as well.
Even though we are endlessly bombarded with change, and change is an inevitable part of today’s dynamic and fast paced work environment, it can be difficult to handle, and difficult to lead employees through.
ReplyDeleteOften people feel challenged by change when they do not comprehend the motives for the change, or the benefit of the change. Some employees need additional communication, more information, to accept change. Many staff members want to know how the change will benefit them, their team, or the company. therefore i do agree with brigitt that employees need to be apart of change process to fully buy in I believe that the process of Change is about understanding people, but it is also about planning and execution. The best method to handle change is to be prepared for it. Create a plan for the transition. Include the steps and strategies you will use to communicate the change. When possible include employees ahead of time, by asking for their opinions and ideas regarding the change. Be ready to lead people through the change. Also, recognize how you will measure the success of your change management when the transition is complete.
I had a hard time changing. I thought changing would mean losing my values and purpose. Then it hit me. If I don’t change, then I will be left behind in this fast pace ride called life. So I “changed” how I looked at change and started appreciating new ways of life and new ways of looking at things. Now I feel liberated. I feel like my work, school and personal lives have all been impacted positively from just simply changing my way of thinking.
ReplyDeleteNow I can walk into the office and won’t pull my hair out from hearing that there is a new system being implemented when I still haven’t completely figured out the old one; or I won’t panic if I have a project due that is asking so many things of me and there is just not enough hours in the day. According to President Barack Obama, “Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.”
By embracing change I know when the time comes for me to start my own business I will remember Kurt Lewin’s theory of change and the three steps. I will be mindful that resistance can come in many forms and it is important to diagnose a situation before creating a solution.
I had no intention of posting again but I have to applaud Malesha on her latest comments; that kind of attitude will definitely get you there!!! It is so very important to recognize that often times we are the ones who need to change. And yes, we are the change... it was also very well put by another member of the class last Sunday, and I believe that there is tremendous potential in a room full of individuals who sincerely believe that change begins with "me"!!
ReplyDeleteThat's true Lorna, but who will start that change process? It is all good and well for persons to think that the change starts with them, but who will make that first step towards that "CHANGE".
ReplyDeleteThe greatest part of change is to initiate that change,we as aspiring managers must find ways and means of effectively implementing the change. We need to find innovative and dynamics ways of implementing changes,finding methods that seek to motivate employees to respond favorably to positive changes in the organization.
So what are we saying, simply this change is inevitable, "YES", but impossible to implement "No". It all in how the change is communicated and implemented. We all talk about how individuals are resistant to change, but could it be that people are not aware of all the intricate details of the change?
Diagnosing the situation is right Malesha, for only then can u be able to formulate a good plan for real and dynamic change, Only then can u communicate the importance and rewards for such a change.
These are all very interesting comments however I particularly like the views expressed by Fitzroy because they highligh the importance of job fit, an area which I think is also critical in providing good customer service.
ReplyDeleteThe general consensus is that people do not like to change. Notwithstanding this, others may argue that the issue is not whether people like change but that they usually resist changes for apparent reasons. Increasing risk, insecurity and not feeling that they are a part of this new visionary change are just some of the reasons to substantiate either claims.
ReplyDeleteThe reality is some people do enjoy learning new things and embrace the challenges that come with this new experience, whilst others prefer to learn things without any additional cost or burden. In fact, if people believe that changes will result in them reaping benefits and also appeal to their personal values then they will readily participate in this change process.
I strongly believe that management needs to lead by example and that the success of any changing strategy within an organization is subject to proper execution by top executives. Although the greatest challenge would be aligning the behavior of employees with the new change concept, the key is establishing a culture that facilitates greater employee involvement. If for example a company’s objective is to increase profitability, exceed customer expectation and maintain competitive edge the top executives most communicate this openly to allow workers to participate and ‘buy’ into this new concept of change.In addition they can now see how their new roles will fit in this new framework of change.
Frontlines staff are normally the ones that have direct contact with customers therefore their involvement should be critical in the decision making process as it relates to customer service delivery. In most cases however some organizations who claim to value employee participation, refuse to include these frontline staff in their decision making process. Hence when changes are made employees are not totally committed ,not because they don’t like change but because they were excluded from the process in creating this change.
I agree with wdoyley.
ReplyDeleteIdeally if decision makers at the top only recognize that a change needs to be made but lack the strategic know-how then this would affect the company's ability to move forward.
This reinforce the need for organization to involve employees at all levels to participate in the change strategy.
This comment has been removed by a blog administrator.
ReplyDeleteGood day everyone,
ReplyDeleteThe comments so far are quite good, however, there are two points about change that we need to look at.
The first point is that regardless of the circumstances, there will be people who benefit from a bad situation and will resist change in order to keep the status quo because of the profits. Security companies and Undertakers make hefty profits during periods of high crime rate.
The next point is that we need to acknowledge incremental changes and build on these seemingly insignificant changes or else we will be at the top of the ladder of progress but reluctant to take the final step if we feel that we are still at the bottom.
Quite profound Carl, but I do not understand your second point (last paragraph).
ReplyDeletein jamaica people resist change because of resist sake. For example in my coummunity for many year we have been suffering with a big traffic problem. To address this problem the authorities built three bus parks amd put in traffic lights.To my suprize now we have these infracstrutures, the people who were complianing that they need them are now complain that: 1. the lights are too slow they cant get to cross the road when they want to, 2. the taxi men are saying that no one wants to come in the parks. All excuses because they dont want to change the status quo.
ReplyDeleteIn the jamaica the government has made steps to address long standing flaws in the economy by cutting spending and cutting out loop holes in revenue collections.The people who now that these are the right measures are the ones fihgting them down.
Jamaica are not just afraid of change but afraid of positive cahnge.
Malesha its good that you have now found change as something positive... but always remember before you embraise any form of change make show you think about the good things that come from making and that change as well as that bad. And remeber that in any change process someone will lose and someone will gain.
ReplyDeleteThank you Richard,
ReplyDeleteOver the last three decades, we have witnessed many changes both internal and external to jamaica. On the external arena the end of the cold war between USA and Russia and the election of a black president of the USA is another. There are economic benefits for entrepreneurs who wish to invest in former communist states such as China, Russia and Cuba will be open soon.
On the local scene, there have been changes to the banking systems and other bill payment systems using technology such as ATM and online banking. People are more inclined to use email instead of the traditional post offices.
Gunmen are now hiding from the law because of the recent civil unrest, if we seize the opportunity now we may just be able to dismantle all garrisons and voters will finally be able to vote without fear for the politician who is performing.
The last rung of the ladder of progress is the darkest hour befor dawn, we are reluctant to take the final step, we wiil never change.
Give thanks
Carl
My agreement with Carl’s assessment of the situation we now face in Jamaica, as the government has no control, the unjust society rejects any arena of change implemented. Take for example Tivoli Gardens which brought about civil unrest to society, depriving Jamaica of tourism interest and economic growth.
ReplyDeleteInitially when my job implemented a change in how its operations were done on a day to day basis, I resisted because I felt that this would affect negatively on the organization, however, management emphasized the triggers that resulted in this required change. It was imperative for the organization to be a step ahead of its competitors. Information was passed down via an open system and each employee was shown how their task would be aligned with the organizations goals and objectives.
Thus one should be willing to permeate change be it negative or positive as the conditions that presently exist in today’s society requires constant change. According to John Kotter’s book on leading change and the heart of change provides a model for understanding and managing change in his 'eight steps to successful change'
1. Increase urgency - inspire people to move, make objectives real and relevant.
2. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.
3. Get the vision right - get the team to establish a simple vision and strategy focus on emotional and creative aspects necessary to drive service and efficiency.
4. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
5. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements.
6. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
7. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
8. Make change stick - Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave change into culture
Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by these changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Change must not be sold to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless the aim is to be bitten on the bum at some time in the future when you least expect it.
What I have realized is that we keep saying that people do not like change and that there is so much resistance to change, but what are we doing to curb that stigma that has been holding us back in our organization and as a nation. When are we going to start leading by example? When are we gonging to take responsibility for our lack of actions? How can we as managers want to implement change when we tend to be ignorant to possess and understanding of change implementation? When are we going to realize that we are all saying the same thing but not being proactive enough to commit to a change, a more efficient process, a better way of life. We all need to be more empathetic / benevolent in our way of life and know that we are all human and that no one is perfect.
ReplyDeleteChange is a process and will never take place over night. Not everyone learns the same way. We need to interact with our staff, get to know them, understand how they think and react to a series of events before we can just say “change is coming and this is what you need to do and if you don’t get it done then leave the job” . You might think that getting to know your staff is time consuming and that it is not worth the time. However, what we need to understand is that trust is important to everyone. If your staff sees that you are compassionate to their needs and you gain there trust, implementing a change in the organization will be a much more unproblematic process. Employees will become more open to change. Knowing your staff is key.
Don’t demand of your staff what you are not willing to give back.
(On behalf of Elie)
ReplyDeleteI strongly agree with Lorna, that change must always start from the top; leaders cannot lead the change from behind the desk. The successful leader is the one who walks before his own, neither beside nor behind his people. Also as Fitzroy says job fit is as important for employees as it is for leaders as well, therefore managers must be chosen precisely where they can lead for the organizational change
I agree with persons general comments except to the fact that Ms. HooSang initial comments stated that Jamaica are resistance to change. In a television interview with a marketing representative of a manufacture company it was stated that consumer surrey as shown that the Jamaican consumers are some of the best to market items too because we are easy to change to the “in the taste” he gave example of bottled water, energy drink and cellular phone he went on to say that the transition period for the change was very short. . And think of it now, we are some of the first persons to adopt to other person culture if a rapper wears a stocking foot on his head we will be doing it the very next day, if we see jeans and t-shirt culture in the office in the US we adopt it. WE are easily convinced that NONI, SORREL and CRANBERRY are good for us.
ReplyDeleteI think the real problem that we face as it relates to change is the reasons given for the change, example in the public sector the reason given for change is greater efficiency when the real underline factor is cost. This will create distrust in the employees mind who are well informed of the facts. Most well inform senior employees would opt for instead of retraining, for some persons retraining at age 58 would be deem an insult.
However, back to my main point I think on a whole Jamaicans are more receipt to change than other countries the recent general election, the Tivoli deliverance and the telecommunication industry have proven this. But again this is just my opinion.
I must say every topic gets interesting by the minute. Malesha I raise my hat to you for surpressing your panic button in the face of change. I agreee with Sasha when she said that change is not impossible to implement. Implementing change starts from the top down and saying that people find it hard to accept change, Managers should ensure that the change they want to implement is communicated in a way as an empowerment process. Theres no better way for employees to accept change if they are informed and made more aware of the detailed process before it is created for implementation with them being empowered in the input. Sometimes we Managers get very good ideas from staff suggestions. Knowledge of the process and how it is going to be implemented is a sure winner in helping people / employees to face change in the organization or day to day life. So avoid letting change be a creeper on persons and let them be a part of the process.
ReplyDeleteAccording to Bert Spector he states that “Effective change starts with action but not with solutions”. For change to be effective a diagnostic process is required to create learning. When employees are offered the opportunity to participate in the whole process of collecting and actually learning from information and using this to shape an intervention, can really help build that commitment to implementing change effectively. So in other words it best to Diagnose the organization. This of course occurs in three levels, that of Individual, Group and Organizational. So my opinion remains the same.
Job well done guys :-) We all deserve a gold star or 100% for this exercise ;-) Let us learn from each other and make that change today, leading by example. Share the knowledge and stop being selfish. NO more "Procrastinators Unite! tomorrow"
ReplyDeleteACT TODAY!