The fact is that organizations must change. Even when things seem to be going smoothly it’s necessary to always be in a state of flux. The hard truth is that no organization that intends to survive and thrive in a modern world can live without being affected by everything going on around it.
Like any living organism, organizations must grow, shift, change, and adjust to their internal and external environments in order to maintain their position in the world.
With that said, the problem is often not change itself but the manner in which the change is implemented that caused the most problem in organizations. I worked with a company whose decision-makers decided to hire a whole new group of managers to bring the organization into what they called “twenty-first century thinking” in the industry. While there was nothing wrong with the basic idea of wanting to upgrade the organization, the manner in which it was done caused major problems.
First of all, the change was unceremoniously announced as an unquestionable fact to all organization members. No opinions were sought from the long time loyal workers and no alternative methods of implementing changes were discussed. Massive changes in the structure and design of the organization took place very rapidly. Employees that couldn’t handle the change were invited to consider other employment options.
The abrupt move by the leadership left members of the organization totally shaken. An eruption of emotions ranged from shock and dismay to out right resistance. Some employees demonstrated that resistance by sending open letters of their horror at the changes throughout the company by email. Small groups gathered off premises to discuss what could be done to get rid of the new leaders who knew nothing about the old ways of the company.
Sides were chosen. Splits occurred between those who decided to be open minded and accept the change and those that didn’t. The ones accepting change were labeled as traitors and those who resisted were targeted by the leadership for “realignment” in the organization or dismissal.
The hard truth of the matter was seen over a three year period as the changes started to take hold. Years later, the leadership had their 21st Century organization but it was a shell of the vibrant organization that was present before the enforced change took place.
The inevitability of change doesn’t have to result in destruction. Instead, leaders who remember that change affects people and people are the greatest asset of any organization are leaders who will make changes happen successfully. The fact is that organizations must change. The truth is that change doesn’t always have to hurt.
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