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“… b y t h e t i m e y o u k n o w w h e r e y o u o u g h t t o g o , i t ’s t o o l a t e t o g o t h e r e , o r ,
more dramatically, if you keep on going the way you are, you will miss the road
to the future”
Charles Handy in “The empty rain coat”
Change is one of the most popular and widely used terms in corporate circles. It gets
lot of lip service. Commonly held notions of ‘Change’ are hardly challenged. Such is
the reverence for this word that any one who challenges it in public will be rebuked.
God is revered and so is change. Mere mortals h a v e f ailed to come to terms with
both.
Every business organisation has a mission, which outlines the purpo se of its
existence. To continuously deliver on the mission an organisation has to adapt and
respond to changes in the environment. It is akin to a mountaineer cutting down his
baggage as climbing gets tougher. Any refusal to do so will weigh him down, red u c e
his pace and eventually make him sign off before reaching the summit. So the choice
is between reaching the summit in a leaner mode and g e t t i n g b o g g e d d o w n w i t h a l l
unnecessary carriages. Those organisations wanting to perform and stay ahead of the
pack must respond positively to changing needs and dictates of the market place. The
choice is ‘c h a n g e ’ or ‘be left behind’.
When in trouble , change is a popular paradigm. That of course is inevitable and often
done in desperation. Change programs / initiatives in times of strife often get
unenviable support in the form of low morale, depleted resources a n d d i s c r e d i t e d
leadership. In times of strife first thing that will occupy the minds of people is their
own interests and safety (No wonder many change programs fail). We can safely state
that period of trouble is probably the least favourable time for ch ange.
The sigmoid curve (‘S’ shaped curve) given below captures various phases of life
cycle of almost anybody and anything. The ‘S’
curve dips initially as input exceeds output in
B
A
the learning phase, gathers momentum and
C declines after peaking. Often it is in the decline
phase when the realization sets in and change
If an organisation has a soul, like us, then it will know when to change and what to
c h a n g e . I n a b s e n c e o f i t identifying the point ‘A’ in the S curve is left to t h o s e w h o r u n
the organisation. W wiillll w
meess aarree ggoooodd,, nneevveerr w
Whheenn ttiim wiillll aallll bbee oovveerr ssoooonn .
wee tthhiinnkk iitt w
The fear that what if our assumption of nearing trough is unfounded will set the
enthusiasts on the back foot. T he fear that what if our change initiative fail s will
permanently lock their feet. It is a predicament that can be best solved only by a
comprehensive policy of change that facilitates identification and tracking of triggers
of change process.
The following figure lists down some common triggers of change for business
organisations. They are categorized into external and internal triggers and further into
few more subcategories. It is only an indicative list of triggers that may warrant
c h a n g e initiatives . Each and every item listed in the table requires furthermore inquiry
and deep down probing before embarking on change programs. Some may be strategic
in nature and some will lead to operational and tactical actions
Increasing
absenteeism P o l i c i e s & Practices Customers
Increasing WIP
cycle Internal Ex ternal Labour relations
a t supplier unit
Triggers Triggers
Conflicting Enhanced
info rma ti o n & reports technology
Technology &
support Competitors
Instances of fraud De v e lo p m e n t o f
& duplication new products /
Figure 2
Are you sure increasing the team size will solve the problem?
Of course yes. We can meet customer complaints on time and keep them
happy. Why, you doubt?
You are right. But then what do you think could be the solution.
Not sure but much of it concerns our T530 machine, one of our long time
breadwinner
What are QA people doing? Are they aware of it? Haven’t they fixed it yet?
Hey, now then, isn’t it that T530 production group was moved some six
months back to our erstwhile T510 unit that has appalling work conditions?
Come on, last week you refused to move your table near the water cooler
saying that the place is dirty and can als o b e d i s t u r b i n g . Y o u c a n ’t even
tolerate that in this cool and posh environ but expect those poor chaps to
work well in conditions that you, yourself state as awful.
If the symptom, increase in service complaints , is treated with increas ed team size, a
knee jerk reaction, it will only act as a pain killer. Pain killers do not cure but only
dodge the real issue. It will also cause side effects through increase in costs a n d
deep rooting of the real issue. The underlying problem will keep burning and in the
long run become irreparable. Only amputation will help settle matters. K n e e j e r k
reactions will never help companies in the long run. They can at best be temporary
fixes till the core issue is d u g out and resolved.
Like ‘beauty’ and the ‘b e h o l d e r ’ resistance to change is in the eyes of the proposer.
Even careful assessments and scrutiny by people may seem as resistance if change
proposals are held close to the heart by the proposer.
Resistance is not all that a bad word and could even prove to be a blessing in
disguise. Resistance at its best can help managements rectify errors and
A comprehensive dialogue / debate can pave way for understanding each other’s
v i e w p o i n t s a n d l e a d t o c o n s e n s u s . T h i s w o n ’t be a big task for the committed leader
a n d a dedicated member of the organisation. However some troublemakers can pose
problems to a change program under the guise of this banner. But then that will be
easy to make out once their ideas are sought out. The key here is to share and listen
to the viewpo ints. Be progressive and participative. No room for egos.
In the latter case there is a possibility that other parts of the organisation may
become apprehensive and their outlook towards management and the company itself
could get altered / infected. So whenever some tough and not so nice change
initiative s have to be carried out, the management and the change team should take
care to minimize the infection of minds and use every informal channel of
communication to this effect.
Resistance in disguise
It is a very difficult form of r esistance to handle, as it doesn’t a s s u m e a n e a s i l y
perceptible form. It however can be smelled with meaningless actions, constant shift
in positions, dodging, a n d i r r e s p o n s i b l e reactions to change initiative(s).
People generally don’t air their views if they fear strong and negative reaction from
the superiors / management. Problem may lie with anyone. However to dispel such
fears and also to make sure resistance is expressed, the change team and / or
management should unambiguously make it clear that no one will be victimized for
expressing their reservations.
If nothing works then force may probably be the only way left with for the change team
/ management. However if there is some merit in resistance, which doesn’t surface
then the company will be po orer by going ahead with the change program. Therefore it
is always advisable that no stone is left unturned to detect and bring every reason for
resistance in full glare.
Change is complete and highly effective only when it comes from within us. This may
not be possible to achieve totally in a complex organisation set up. However at least it
can be ensured that chan ge agents / leaders / torch bearers fully and completely
agree with all that change intends to do and achieve. Else they themselves may ruin
it. Therefore choosing right people to lead change is paramount to the success of
change initiatives.
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