| Historically, in times of recession and economic | | | | they do like handling - which is the money. |
| slow down, the organisational response has been | | | | This also reflects the all too frequent lack of |
| "slash and burn" on costs, and to focus on and | | | | clarity of what the change initiative is intended to |
| streamline business processes to squeeze out | | | | deliver, and a "business case" for change based on |
| ever greater efficiencies. | | | | knee-jerk reactions. |
| In the recession of the early 90's, the focus was | | | | In these conditions, change management is |
| all about achieving those efficiencies by creating | | | | imposed from the top-down, and little if any |
| and putting in place processes that would deliver | | | | consideration is given to the need and business |
| those efficiencies regardless of the human cost. | | | | benefit of winning hearts and minds. |
| You may recall the period after the last recession | | | | So the majority on the receiving end of these |
| when "Business Process Re-engineering" was very | | | | edicts spend most of their time doing just enough |
| popular? And the focus was always on the | | | | to "be seen to be wanting" to comply, but in |
| process and not the people - and getting "buy-in" | | | | reality, resisting the change and despising and |
| was once described by a change agent friend of | | | | resenting those "on high" who impose this stuff |
| mine as "like trying to get a bunch of turkeys | | | | on them. |
| voting in favour of Christmas"! | | | | The reality is that all too often, directors and |
| Lack of leadership and management failure | | | | senior managers sacrifice the needs and feelings |
| All too often, change management is largely | | | | of their employees in the interests of keeping |
| reactive to issues that show up on the board's | | | | their shareholders happy. |
| radar rather than driven by any strategic intent or | | | | The appropriate response So in short, the |
| innovation. Typically the three main drivers for | | | | appropriate response to change is one that |
| change are: | | | | actually works! What works is an approach that |
| - Increased efficiency | | | | addresses the root cause of human resistance to |
| - Cost reduction | | | | change: |
| - Corporate restructure | | | | - That looks beyond the organisational "synergies", |
| Essentially this is all about stripping out cost rather | | | | cost reductions and service improvements, and |
| than innovation to create added customer value. | | | | identifies those people who will be impacted by |
| The research evidence shows that in these | | | | the change. |
| conditions, change initiatives are frequently badly | | | | - That thoroughly assesses what those impacts |
| thought out, managing change in the workplace is | | | | will be. |
| poorly executed and many change initiatives do | | | | - That recognises and addresses the emotional |
| not succeed in achieving their stated objectives. | | | | issues arising and the personal transitions that |
| The responsibility for this lies predominantly with | | | | accompany the organisational change. |
| the directors and senior management. | | | | - That provides leadership, supported by |
| Change management is often seen by directors | | | | management processes, and practical, tactical |
| and senior management as a sort of "magical box | | | | support that deal directly with these impacts. |
| of tricks" that will somehow get them through | | | | - That does so in ways that work as well for the |
| the aspect of change they don't like handling, the | | | | people within the organisation as they do for the |
| people issues, so that they can get to the aspect | | | | organisation. |