Synergetic Solutions Change Analysis
Kristin Hasty
COM/530
June 2, 2014
Deborah Elver

Synergetic Solutions Analysis Two years ago, Synergetic Solutions was faced with the consequences of staying in the stalled system integration market or expand its services to include design and implementation of complex computing networks. The latter proved to be the right move in that the company has secured large orders and the network system design portion of the company is now 20% of the total revenues. For Synergetic Solutions to be able to survive in the vast computer and networking field, they had to shift their focus to meet the demands of their clients. As more businesses adapt to the new technologies available to them, companies that provide these systems need to be on the cutting edge of technology to remain competitive and in business. With ever-increasing competition from China and other countries abroad, it is in the best interest of Synergetic Solutions to stay ahead in this arena.
There were plenty of challenges that went into making this change. Internally, the work environment and organization structure had to change. Employees’ positions were redefined to a team approach and technical capabilities and documentation processes were updated. Training and certification in the technology needed were requirements of this change. New Human Resources policies and programs were instituted to help transition employees to the new system. Involving current employees in this change allowed them to develop career plans as well as performance rewards in the form of variable pay packages.
In addition to updating skills of current employees, the company hired two new employees with the relevant experience and certifications in network design to expedite this change. Their knowledge is proving to be valuable to the success of this change to developing network systems. Other employees can benefit from their instruction to develop the skills required for these new systems.
Management chose Lewin’s Three-Step Model and Organizational Development as the change models for the transition to the network development services of Synergetic Solutions. “Kurt Lewin argued that successful change in organizations should follow three steps: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent.” (Robbins & Judge, 2011 Pg. 596) Unfreezing can happen in one of three ways. Directing behavior away from the status quo increases the "driving forces." "Restraining forces" need to be decreased as they hinder movement away from the status quo. A combination of driving forces and restraining forces is the third option. Once a company realizes the desired change effect, they need to refreeze the change permanently. This newly frozen change becomes the company’s new norm of operations. For Synergetic Solutions, the permanent changes include team development, training and certification programs, and continuing support of employees' welfare. All of these contribute to the continuing success of the designing and implementation of complex computing networks that have become a major source of revenue for this business.
"Organizational Development (OD) is a collection of change methods that try to improve organizational effectiveness and employee well-being." (Robbins & Judge, 2011 Pg. 598) It is no secret that the employees and their well-being are essential to the success of any organization. Organization Development values include respect for people, trust and support, power equalization, confrontation, and participation. Always treat each other with dignity and respect. Characteristics of a healthy organization include trust, openness, and supportive climate. Hierarchical authority and control are de-emphasized. Problems should be dealt with openly and swiftly. When employees are a part of the decision-making process, they are more committed to embracing the changes.
Techniques for implementing change through Organizational Development can consist of sensitivity training, survey feedback, process consultation, team building, intergroup development, and appreciative inquiry. Surveys can provide important feedback from employees with about perceptions and potential problems. They can also provide new ideas and develop better interpersonal relationships. Process consultation involves an outside consultant giving perspective to a manager with respect to the processes in place. They help an organization identify issues before they become significant problems. Intergroup development focuses on changing attitudes and perceptions about each team member to improve relations with each other, therefore, improving performance for the team as a whole. All of these techniques involves the employees, and when involving employees in making changes, the process can be less intimidating and move forward, away from the status quo, more efficiently and effectively.
With any change comes the possibility of resistance. As creatures of habit, employees can feel threatened when change disrupts the daily activities in which they have become accustomed. This same concept also speaks to security for those who need a high sense of security. Another fear of change is a possible economic impact on the individuals especially where pay is tied to performance if it has not been in the past. Some employees may think they do not have the ability to perform in the way the company needs and fear the potential of suffering a decrease in pay or losing their job altogether. Some individuals may process information selectively. They hear what they want to hear and dismiss information that challenges their perceptions. It may be difficult for some employees to adapt from an individual working environment to a team environment. Work ethic and personality differences can hinder the success of a team. Long-established authority relationships within the company may face negative consequences in the process of change.
Methods can be employed to help overcome resistance to change in an organization. These methods include education and communication, participation, building support and commitment, develop positive relationships, implementing changes fairly, manipulation and cooptation, selecting people who accept change, and coercion. Manipulation and cooptation and coercion are risky and may be best used as a last resort. Positive methods would seem more desirable to maintain good working relationships. The other methods all center around including employees in the change process. Educating and communicating with employees will help lower their resistance to change. If employees are allowed to participate in a change decision or are shown compassion through counseling and therapy, by being offered a short paid leave of absence, or training programs related to the change, they will be more inclined to accept the change. Implementing change fairly helps minimize the negative impact. Employees need to understand the reason for the change and feel that the process is done consistently and with fairness.
Change is inevitable and necessary for many organizations in order to survive. Approaching and implementing change utilizing effective methods and involving employees helps to move the company from the status quo to the desired change. Synergetic Solutions is continuing to thrive due to successfully integrating design and implementation of network systems into its business.

References
Robbins, Stephen P. and Timothy A. Judge. 2011. Organizational Behavior, Fourteenth Edition, pg. 596-598.
University of Phoenix. Organizational Structure Simulation. https://ecampus.phoenix.edu/secure/aapd/vendors/tata/sims/hrob/hrob_simulation3.html