TABLE 6.1 Same Change, Different Perceptions them from the outset in planning for the change, organiza- tions can ensure that potential resisters understand it and have adequate opportunities to express their views and con- change is implemented. Using a quid pro quo can show em- cerns about it. This type of involvement will help potential ployees that they are valued. resisters develop a sense of ownership in the change that can, in turn, convert them to advocates COUNTERING RESISTANCE TO CULTURAL CHANGE employees for a given period of time, offer these employees some paid time off either before or immediately after the Proposed Change Perception of Advocates Perception of Resisters Automate production processes Improved productivity Threat to job security Change is resisted in any organization. Resistance to change is normal organizational behavior. In this regard, an orga- nization is similar to a biological organism. From the per- spective of organizational culture, the alien is change, and the organism is the organization to be changed. Continual improvement means continual change. To ensure contin- ual improvement, one must be able to facilitate continual change. Intiate employee involvement and More mental resources focused on Loss of authority Respond Quickly and Positively When potential re- sisters raise questions or express concerns, advocates should respond quickly and positively. Making employees wait for This is one of the reasons they resist change. Change is un- answers magnifies the intensity of their concerns. A quick predictable: it brings with it the specter of the unknown. For response can often eliminate the concern before it becomes this reason, it is better to bring potential resisters into the a problem, and it will show employees that their concerns process from the outset. Surprising potential resisters will are considered important. A quick response does not mean a surface-level or inaccurate response made before having all the facts. Rather, it means a response made as soon as one Move Slowly at First To gain the support of potential re- can be made thoroughly and accurately. It is also important sisters, it is necessary to let them evaluate the proposed change, to respond positively. Advocates should not be offended by or express their concerms, weigh the expected benefits, and find impatient with the questions of potential resisters. A negative ways to alleviate problems. This can take time. However, if ad- attitude toward questions and concerns only magnifies them. empowerment continual improvement Establish a supplier partnership Mutualy beneficial business alances Disruption of estabished purchasing networks Avoid Surprises Predictability is important to people. Establish an employee education and training program More knowledgnatle, more highly siled workforce Too expensive Join a manutacturing network Enhanced competitveness, shared costs, and shared resources Competitors taking advantage of what they learn about us turn them into committed resisters Why Change Is Difficult If change is to happen, advocates must begin with a different paradigm. When a change is advocated, ask such questions as the following How to Facilitate Change Most people understand and accept that organizational change will be resisted. However, to be an effective agent of change, one must understand why it is resisted. Joseph Juran describes organizational change as a "clash between cultures." As Figure 6.2 shows, any organization has two separate cul- tures relating to change the advocates and the resisters. Advocates focus on the anticipated benefits of the change. Resisters, on the other hand, focus on perceived threats to their status, beliefs, habits, and security. Often both advocates and resisters are wrong in how they initially approach change. Advocates are often guilty of focusing so intently on benefits that they fail to take into account the perceptions of employees who may feel threatened by the change. Resisters are often guilty of focusing so intently on threats to the status quo that they refuse to acknowledge the benefits. These approaches typically divide an organization into warring camps that waste energy and time instead of focusing resources on the facilitation of change. Table 6.1 shows how advocates and resisters can have different percep- tions of the same proposed change. The responsibility for facilitating change necessarily falls to its advocates. Figure 63 illustrates the broad steps in facili- tating change. vocates are perceived as rushing the change through, potential resisters will become distrustful and "dig in their heels" Work with Established Leaders In any organization, some people are regarded as leaders. In some cases, those people are in leadership positions (supervisors, middle man- agers, team captains, etc.). In other cases, they are informal to revise strategies that are not working as planned. This ap- leaders (highly respected employees whose status is based on their experience or superior knowledge and skills). The support of such leaders is critical. Other employees will take cues from them. The best way to get their support is to in- volve them in planning for the change from the outset. . Who will be affected by this change and how? • How will the change be perceived by those it affects? . How can the concerns of those affected be alleviated? Start Small and Be Flexible Change will be more read- ily accepted if advocates start small and are flexible enough Begin with a New Advocacy Paradigm The first step in facilitating change is to adopt a facilitating paradigm. Juran summarizes the traditional paradigm of change advo- cates as follows . Advocates of change tend to focus solely on expected re sults and benefits. . Advocates are often unaware of how a proposed change will be perceived by potential resisters. - Advocates are often impatient with the concerns of resisters Understand the Concerns of Potential Resisters The proach offers several benefits, including the following second step in facilitating change is to understand the con- cerns of potential resisters-to put yourself in their place. 1. Starting with a small pilot testor experiment is less threaten- ing than a broad-based, all encompassing implementation. 2. Conducting a small pilot test can help identify unantici- pated problems with the change. 3. Using the results of a pilot test to revise the plans for change ensures that valuable resources are not wasted moving in the wrong direction. . Fear. Change beings with it the unwanted specter of the unknown, and people fear the unknown. Worst-case soce- narios are assumed and compounded by rumors. In this way, fear tends to feed on itself, growing with time. . Loss of control. People value having a sense of control over their lives. There is security in control. Change can threaten this sense of security and cause people to feel as Create a Positive Environment The environment in if they are losing control of their lives, jobs, areas of re which change takes place is determined by reward and rec Be Constructive Change is not made simply for the sake sponsibility, and so on. . Uncertainty. It is difficult to deal with uncertainty. For and recognition system that does not reward risk taking or Consequently, it should be broached constructively from the better or worse, people like to know where they stand. that punishes employees for ideas that don't work will un- perspective of how it will bring about improvements. Will I be able to handle this? What will happen to me ifI dermine change. Managers who take "Do as I say, not as I can't? These are the types of questions people have when do attitudes will also undermine change. Well-thought-out, confronted with change. . More work. Change sometimes means more work, at nized and rewarded even when they fail. Managers should least at first. This concern includes work in the form of roll up their sleeves" and do their share of the work associ- learning. To make the change, people may have to learn ated with change. This approach will create a positive envi- more information or develop new skills. For an unde ronment that is conducive to change. fined period, they may have to work longer hours. Treat People with Dignity and Respect This strategy is fundamental to all aspects of total quality. It requires be- havior that acknowledges the human resource as the organi- zation's most valuable asset. Without this strategy, the others won't matter ognition systems and examples set by managers. A reward of change. It is made for the sake of continual improvement. Begin with a New Advocacy Paradigm Step 1 sincere attempts to make improvements should be recog- QUALITY TIP Can Organizations Instill Their Values or Must They Hire Only Those Who Already Have Them? ADVOCATES OF CHANGE RESISTERS OF CHANGE • Desired Change Understand the Concems of Potential Resisters Desired Status Quo Step 2 One of the asues that often comes up in discussions of cor porate values is the instil versus hre question, This question s another form of the age dd nature versus nurture debate The queston is this: Can organzations inst their corporate values in the penonnel they hire or must they hire only those personnel who already share their values? While itis wise to hire as many penionnel as possible who aready share the organiza Son's corporate values old dogs can leam new tricks when it comes to corporate values in fact, the US Marine Corps uses is boot camp for just that purpose. The primary goal of the Marine Corps boot camp is to insti the corps values in the new recruits. Lke the Marine Corps, organizations can int their values in new personnel Benefits of Change Potential Negative Consequences of Change Incorporate the Change Change will be more readily step in facilitating change is implementing change promoting strategies. These are strategies that require an advocacy para digm and take into account the concens people typically have Implement Change-Promoting Strategies The third accepted if it can be incorporated into the existing organiza- tional culture. Of course, this is not always possible. However, when it can be done, it should be done. An example might be using an established equipment maintenance schedule to make major new equipment adaptations (eg, retrofitting when confronted with change. Juran recommends the following manually controlled machine tools for numerical control). Implement Change Promoting Strategies nGURE 62 Change Causes a Claic Confruntation: Irresistible Force Verus Immovable Object Step 3 strategies for handling and overcoming resistance to change Provide a Quid Pro Quo This strategy could also be Involve Potential Resisters At some point in the pro- called require something give something. II, for example, cess, those affected by change (potential resisters) will have to take ownership of the change, or it will fail. By involving change will require intense extra effort on the part of selected FIGURE 63 Steps in Facilitating Change.