Managing Organizational Change: Introducing the Change

It is difficult enough for an organization to make a sudden change like a “second-order change” or “unplanned change” (Greenberg & Baron, 2011, Pg. 558). What about the employees? What is the best way to inform them of the change, get them to accept the change, and keep the parts of the status quo that do not require a radical change? When making a major change, the decision will require an in depth analysis of all aspects of the issue. This will include a determination of the employee acceptance issues mentioned above.
Resistance to change is defined in the textbook Behavior in Organizations, tenth edition as, “The tendency for employees to be unwilling to go along with organizational changes based on some combination of individual and organizational barriers” (Greenberg & Baron, 2011, Pg. 568). To resist change is only human, but there are many reasons for resistance to changes in the workplace. Any organization that values its employees and values a positive work environment will make very careful considerations when it comes to understanding how its employees will deal with change. It will recognize that the employees need to feel secure, valued, and informed in order to deal effectively with a major change.
When it comes to the security that an employee needs to feel at their workplace change can be very destructive if not introduced correctly. An employee needs “economic security,” that is the knowledge that they will be financially provided for and be able to provide for their family and lifestyle (Greenberg & Baron, 2011, Pg. 568). “Fear of the Unknown,” is another difficult issue when it comes to organizational change. For example, when a new manager is introduced to his employees they will all worry about whether he will be better or worse than the last manager, will he or she know their job well enough, what changes will they introduce, and what management style they will use. A third difficult aspect of managing employee feeling of security is when the employee feels that coworker relationships are threatened (Greenberg & Baron, 2011, Pg. 569). Reassignments and changes in employee responsibility can threaten an employee’s relationship with their coworker and create a resistance to the change in them.
Additionally, employees need to feel that they are valued by their organization. Being informative and straightforward about company changes can foster a feeling of inclusion and value among the employees affected. Furthermore, it is important to be honestly informative with employees regarding change so that they “recognize need for change” (Greenberg & Baron, 2011, Pg. 569). The textbook Behavior in Organizations, tenth edition states that, “Unless employees can recognize and fully appreciate the need for changes in organizations, any vested interest they may have in keeping things the same may overpower their willingness to accept change” (Greenberg & Baron, 2011, Pg. 569).
So how does an organization transition to new things effectively, while continuing to satisfy employees and remain productive? Obviously every situation is different; however, there are some general ideas to keep in mind while making decisions about organizational change. One important way to battle resistance to change is to “gain leadership support.” There are leaders, managers, supervisors, and organizers at every level of the organization and it is important to have them on your side when fostering change (Greenberg & Baron, 2011, Pg. 572). Among the employees there are those with leadership qualities whom the other employees look up to even if they aren’t supervisors or managers, these are arguably just as important to convince as your supervisors and managers.
Secondly, those who continue to resist change must be eliminated, because their fears can become contagious to their fellow employees (Greenberg & Baron, 2011, Pg. 572). Using rationalization and information is the best way to do this. Respond immediately to them when they state their fears related to the change. For example, when an employee states, “that seems risky,” a good reaction would be to state: “yes, but the risk is worth taking… after all, it is even riskier to do nothing” (Greenberg & Baron, 2011, Pg. 572). Listen to the employees when they state their fears. Their fears may be unfounded, and as a good manager you should be able to offer them solutions to their objections.
Another suggestion is to rely on “selling the need for change” (Greenberg & Baron, 2011, Pg. 573). By making the transition more of a “marketing move” than simply announcing a major change management can ensure that the employee understands that the change is something positive for the company and thus for them. One important detail suggested by the textbook Behavior in Organizations, tenth edition, is to consult your “lower-level supervisors” when finding a good way to sell a change to the employees directly under them, as they have a better grip on what the employees at that level are looking for in their job (Greenberg & Baron, 2011, Pg. 573).
“People who participate in making a decision tend to be more committed to its outcomes than are those who are not involved” (Greenberg & Baron, 2011, Pg. 574). With that in mind, it is no wonder that including the employees in the facilitation of a major change will help them to better accept it. Instead of simply making a change, you are instead creating something new with the direct involvement and input of even the lowest level of the organization. It only makes sense that they should feel that they have some sort of involvement in facilitating the change since it will affect them directly (Greenberg & Baron, 2011, Pg. 574). Additionally, when the employees are helping to facilitate the change or even when they begin to work under the new conditions rewarding them can further help them embrace the change. If the employee shows behavior that is positive then they should be rewarded for their effort. For example, in one training meeting I had recently, the company was rolling out the new sales quality monitoring service. This is a program that would monitor some sales calls, and give the employee a chance to improve their sales talents and figures. Obviously, this would create some fear of job security and punishment. The answer to this was to state that this would be a system focused on improving employee abilities, not punishing bad calls. To further drive this home and convince the employees the presenter joked around about some bad sales calls he made, and even let the employees listen to them. Then they all participated in a game featuring the “do’s and don’ts of sales calls” with monetary rewards and other prizes for those who participated.
No matter what change your organization is enacting the importance of employee acceptance should never be minimalized. Employee acceptance of change can ensure that the change has the desired effect, and is not hampered by disgruntled workers. In most cases, it is the management’s fault if employees do not accept and adapt to a changing work environment. There are many tools as shown above to do your due diligence in creating acceptance among the employees. Change is best induced with a light hand instead of by force if you wish to keep your employees and still have a successful transition. Micheal Jordan once stated, “I think the players win the championship, and the organization has something to do with it, don't get me wrong. But don't try to put the organization above the players” (Rick, 2009).

References:
Greenberg, J., & Baron, R. (2011). Behavior in organizations. (10th ed.). Pearson
College Division.
Rick, M. (2009). Michael Jordan offers scalding if not scolding comments at Hall induction. Chicago Tribune. Retrieved from http://articles.chicagotribune. com/2009-09-13/sp orts/09091 20237_1_scalding-scolding-induction.