Organizational Changes

A change in organizational cultureis often more difficult than first realized. Dealing with the collective thoughts, beliefs, fears and anxieties of company employees has given rise to change management processes that help to transition the change. Deeply entrenched beliefs, fear of failure, reluctance to move outside ones comfort zone are areas that require careful planning and consideration to bring into effect desired company wide changes. A failure to properly manage the change process can result in a dysfunctional culture where people try to apply old outdated modes of operation that are incompatible with new and improved ways to do things. Blaming external forces and individuals for failure is a common result of a reluctance to violate existing practices or codes of conduct. The suggestions below introduce several considerations for incorporation into any change management framework.

To get people to embrace a change in organizational culture the benefits must out weight the costs. Selling change for the sake of change itself provides little motivation to the intended recipients to embrace the cause. Part of planning and formalizing this process is to establish the mandate, soft sell the process and highlight the planned benefits. Once people can see the potential to a more positive or progressive outcome, attitudes can change quickly from resistance to support. It is very important that people understand the why part of the process. Failure to convey information in a meaningful way can create confusion which hinders the uptake.

Selling a change in organizational culture requires the creation of a positive environment. Generating optimism and enthusiasm is part and parcel to this. People learn and bond together during the socialization process. Introducing change in an uplifting environment helps to eliminate the burdensome attitudes that can prevail and hinder in formal environments.

Strong leadership and team leaders can help to win the support of the broad majority. Effective leadership requires the clear, concise and positive articulation of the change process. A leader with strong social standing that people are drawn to and respect can help to facilitate a change in organizational culture. A strategic move to utilize this process requires the careful selection of designated personnel who can help adopt the necessary soft sell initiatives to generate the broad support that is required to bring about company wide organizational change. Management need to be aware of this and take action to involve key personnel to maximize the chance of success for a changes in corporate culture.

Changes in organizational culture that result from new processes or technology requires adequate training to equip personnel. Fears and insecurity often result when a person's competency is challenged. Empowering the workforce to fully understand and implement the new initiatives can help remove resistance and old attitudes. Careful planning is essential to this process.

Formulating a plan and procuring the necessary expertise to assist with implementing a change in organizational culture can increase the likelihood of a positive outcome for the employees and company alike.

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