dynamic management

392

In addition to considering the direct impact of a change on a person, individuals will also think about and be influenced by the effects of the change on their coworkers and teammates. The strength of interpersonal bonds, including the shared values, goals, and norms within an organization, can have a significant impact on attitudes and actions. The traditions of how work is divided, how people and departments interact or do not, and simply the way of doing business create a culture within an organization. The desire to maintain the organization’s traditions, even if there is a mutual understanding for a need to move on, can hinder the acceptance of changes. This challenge is greater if there are shifts in roles and responsibilities and therefore a shift in power. A change leader needs to understand and respect individuals’ and organizational history and the individual members’ perceptions of that history to effectively negotiate the change process and appropriately engage stakeholders.

Table 6.3 Organizational and Individual Consequences and the Support for Change

Table 6.3 Organizational and Individual Consequences and the Support for Change

Perceived Impact of the Change on the Organization

Perceived Impact of the Change on the Individual

Direction of Support of the Change

Positive consequences for the organization

Positive outcome for the individual (e.g., less work, better work)

Strong support for change

Positive consequences for the organization

Negative outcome for the individual (e.g., more work, worse work)

Indeterminate support for change but very possibly resistance

Neutral consequences for the organization

Positive outcome for the individual (e.g., less work, better work)

Positive support for change

393

Perceived Impact of the Change on the Organization

Perceived Impact of the Change on the Individual

Direction of Support of the Change

Neutral consequences for the organization

Negative outcome for the individual (e.g., more work, worse work)

Resistance to change

Negative consequences for the organization

Positive outcome for the individual (e.g., less work, better work)

Indeterminate support for change

Negative consequences for the organization

Negative outcome for the individual (e.g., more work, worse work)

Resistance to change

Change agents need to think of the impact on individuals—particularly people critical to the change. When doing so, consider also the people who will actually have to change and how they will view the change equation and assess the benefits, costs, and risks. A general manager may decide that new systems are needed, but it is the individual who will be operating the systems who will have to learn how to work with them and change his or her behavior.

To consider the perceived impact of change see Toolkit Exercise 6.3.