Some Dilemmas of Change

Introduction

“...The concept of change management is familiar in most organizations today but how they manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. Organizations that handle change well appear to thrive, while those that do not may struggle to survive. A key part of this depends on how far people within the organization understand and deal with the change process ……Maximum flexibility is needed in the planning and implementation of the change. The process ends when the organization returns to a sense of stability (refreeze) and the benefits of the change are realized, which is necessary for creating the confidence from which to embark on the next inevitable change. Praise, rewards and other reinforcement by managers are required on an individual level and more effective performance at an organizational level. Not until the change has become incorporated into the culture can it be said to be frozen…"

Joseph Bengat, et al, 2015

Change management has become more important over time

“...against the backdrop of increasing globalisation, deregulation, the rapid pace of technological Innovation, a growing knowledge workforce and shifting social and demographic trends…”

Graetz as quoted by Joseph Bengat, et al, 2015

Even though change management has become a core competency and despite the ever- increasing body of academic knowledge around change, there is a major concern, ie

“...very little empirical evidence has been provided in support of different theories and approaches suggested…”

Guimaraes et al as quoted by Joseph Bengat, et al, 2015

Furthermore,

“...there is not one widely accepted, clear and practical approach to organizational change management that explains what changes organizations need to make and how to implement them…”

Guimaraes et al as quoted by Joseph Bengat, et al, 2015

This can help explain the low success rate of organisational change management

(for more detail, see elsewhere in the Knowledge Base)

Some Change Dilemmas

1. Balancing Stability v Change

• ●   Organizations must maintain stability to ensure daily operations run smoothly, but they also need to adapt to new conditions.
• ●   Employees may resist change because they fear disruption to established workflows, leading to inefficiencies.
• ●   The challenge is how to implement change without causing instability.
• ●   Living in an ever-changing environment is hard (change is here to stay and is unpredictable, uncertain, ambiguous, volatile, discontinuous, etc)

2. Speed vs. Acceptance

• ●   Change leaders often face pressure to implement changes quickly to stay competitive. However, rapid changes can cause confusion and resistance among employees.
• ●   Slower, more inclusive change processes tend to gain more acceptance but may not be agile enough in dynamic environments.
• ●   The dilemma is whether to prioritize speed or employee buy-in.

3. Short-term Pain vs. Long-term Gains

• ●   Many changes involve short-term difficulties, such as job restructuring, increased workload, or uncertainty.
• ●   While the long-term goal is improved efficiency or profitability, employees may focus on immediate negative impacts.
• ●   Leaders must find ways to keep employees motivated through the transition period.

4. Centralized vs. Decentralized Change Implementation

• ●   Some organizations attempt to control change from the top (centralized), which may ensure consistency but can alienate employees.
• ●   A decentralized approach, where employees participate in decision-making, increases engagement but can lead to slower implementation and inconsistencies.
• ●   The challenge is to strike a balance between control and employee involvement.
• ●   To maximize ownership by impacted stakeholders, change needs to be both top-and bottom-driven.
• ●   All levels of the organisation need to have ownership, especially informal leadership

5.  Resistance vs. Adaptation

• ●   Resistance to change can take many forms, from passive non-compliance to active sabotage.
• ●   While some resistance is irrational, other forms may be valid, as employees highlight problems leaders have overlooked.
• ●   Organizations need to distinguish between destructive resistance and constructive feedback.

6. Communication vs. Overload

• ●   Effective communication is essential to reduce uncertainty and resistance. However, excessive or unclear messaging can overwhelm employees.
• ●   The dilemma is how to communicate effectively without causing information overload.

7. Managing Diverse Reactions to Change

• ●   Employees respond differently based on their personality, experience, and role in the organization.
• ●   Some may embrace change enthusiastically, while others may be fearful or sceptical.
• ●   Leaders must tailor their approach to different groups rather than adopting a one-size-fits-all strategy.

8. Generalisation v Uniqueness

• ●   As every situation and organization is different and unique (there is no one-size- fits-all framework; change is very situational, ie 

“...structure and the performance of an organization are dependent on the situational variables that it faces……No two organizations are alike, and will not necessarily face the same variables ...…organizations and managers do not have any significant influence and choice over situational variables and structure…”

Dunphy and Stace as quoted by Joseph Bengat, et al, 2015

Furthermore, there is no guarantee what worked in the past, or the present, will be effective in the future as circumstances and context can be different.

9. Predictability v Unpredictability 

• ●   People who make forecasts and predictions about the future regular, get it wrong; 
• ●   Maintaining flexibility is essential in handling the unexpected.

10. Maintain Status Quo or Change

• ●   Status quo might be comfortable but it is a dangerous position to hold when you need to adapt to the changing environment
• ●   Need to focus on laying the foundations for change correctly, ie having stakeholders psychologically ready for change.

11. Resistance (negative v positive)

• ●   Resistance is not inherently bad as it can highlight areas that need improvement in the change process
• ●   Resistors to change can be converted to advocates by being listened to, ie showing them respect for their points of view.