Charting the Waters of Organizational Change
Managing Change
Effectively by Linda Davis
Earning a masters degree in organization- al psychology has helped me realize that organizational members, including the CEO, may have a psychological resistance to change because they want to avoid uncertainty.
Faced with economic pressures and increasing competition, many companies are being forced to radically change or face impending crisis. Leaders are faced with right sizing, downsizing and trans- forming organizations as they respond to economic challenges.
I equate this situation to a person who is sick. When you are sick and you do not know what has caused your illness or how to cure yourself, you just cannot wait to be relieved of the pain. You may try some quick fixes, but ultimately seeking the help of a doctor is the necessary solution.
An organization can find itself in a similar situation. Often, quick fixes are only tem- porary and the "illness" seems to linger. Enlisting help from an outside independ- ent expert can help you to determine areas in need of improvement so that they can be strengthened.
This can prove particularly beneficial when businesses are in crisis or if employ- ees seem dissatisfied. An independent per- son can survey personnel to see if they are learning the skills necessary to do their jobs effectively, and also find out what they would like to be trained in but are not yet learning. Doing so can improve morale and start the process of creating a learning organization.
Recognizing the potential in all organiza- tional members can help an organization in crisis. Engaging everyone in a change process lets employees know that they are essential and important to the company's growth.
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