CHAPTER 7

CHANGE
DEVELOPMENT
Overview of Change
There is a saying that the only permanent thing in
this world is change. Organizations have to change
in order to survive. However change could create
neither sorrow nor anguish.
According to Abrahamson in his article, Change
Without Pain, in order for companies to change
successfully, they should stop changing all the time.
He calls the process tinkering and kludging.
Major change initiatives are interspersed into
carefully planned periodic paces. The approach is
called dynamic stability. The change is not rampant
but it allows change to happen either with minimum
fatalities or without casualties at all.
Change needs commitment. Some
companies face the problem on employee
commitment. Companies need the
participation and commitment of
employees. This is called revitalization or
transformation. It means more than a
change in process, strategy or structure; it
means the rekindling of commitment,
creativity and responsibility of every
employee in the organization.
Organizations have vital signs which reveal a great
deal on their adaptability, strength and vigor (Pascale,
Millemann and Gioja)
POWER. Do employees believe they can affect
organizational performance? Or do they believe
they have the power to make things happen?
IDENTITY. Do individuals identify rather narrowly with
their professions, working teams or functional units,
or do they identify with the organization as a
whole?
CONFLICT. How do members of the organization
handle conflict? Do they smooth problems over or
do they confront and resolve them?
LEARNING. How does the organizational learn? How
does it deal with new ideas?


Reasons for Resistance to
Change
A. Fear of the known
B. Dislike for the
approach/method used in
implementing change
C. Do not see the benefit of
change

Types of Resistance to
Change
a. Logical. This has something to do with
reasoning, rationality and logic like
new job duties.
b. Psychological. It has something to do
with the emotions, sentiments and
attitudes like threat to job security
c. Sociological. It involves social values
like threat to labor union values
Stages in the Change Process
Unfreezing. This is getting rid of old
practices and paving the way for
new methods
Changing. This is where new ideas
are learned
Refreezing. What has been
learned is integrated into actual
practice.
Transtheoretical Model of Change
Precontemplation. We are still unaware of the
actual problem or there is no need to change.
Contemplation. This time, we are aware of the
problem.
Preparation. We are preparing our emotions
and there is now the intention to act.
Action. Now, we are taking the necessary
action.
Maintenance. We should not back out and
keep up whatever action we have started.
Termination. We should end at the right time.
END OF REPORT