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By Prasanna Perera, Marketing Management Consultant, Chartered Marketer, CIM, UK

Change is inevitable and has to be looked at in a positive manner.

In today's dynamic and complex business environments, the only thing that is certain is change! Change is inevitable and therefore, has to be managed effectively for organisational success.

Change is an occurrence that can be reacted to or even initiated. In certain organisations, change is an integral part of the culture of these organisations. In other organisations change is something that is reacted to, as influenced by circumstances.

Whatever approach is taken towards the management of change, success in the process depends on the extent to which people change the beliefs and assumptions that they hold and their behaviour, towards customers and each other. Therefore, this requires a commitment of people in the organisation to change.

Another pont of view, is that in a rapidly changing environment, organisations cannot rely on formal planning of change, but rather need to become learning organisations. Learning organisations are sensitive to environmental changes and have the ability to adapt to these changes.

Change from an Organisational context

When a crisis arises in an organisation, change becomes a reactive process. The urgency is to immediately respond, in order to prevent any further negatives. The response could be to the total crisis or to afford a temporary solution. Even in non-crisis situations, change needs to be managed, but the process is again reactive. A response is required but there is no urgency, as associated with a crisis.

Organisations do not only deal with crisis situations. They also have to manage opportunities, which arise out of favourable changes taking place, in the external business environment. The difference with opportunities, is that it moves the management of change towards a proactive stance. The organisational benefits are therefore, quite substantial.

Every organisation has to address the factor, about whether it is in control of its successes or failures or if the external environment constraints its efforts to control its destiny. If an organisation can exercise self-control, it can control its own destiny and change management programs, are implemented in order to achieve organisational objectives. On the contrary, if an organisation is controlled by the external environment, changes are implemented, as a consequence of environmental pressures.

Types of organisational change

In general, changes that take place in organisations are two-fold, namely, incremental and transformational.

Incremental changes are often beneficial for an organisation, so that it can build on the skills and beliefs of people in the organisation. Incremental change is best explained by reference to organisations as "learning organisations". Such organisations are able to continuously adjust their strategies, in response to environmental changes.

Transformational change, is change which cannot be handled, by existing organisational routines. This kind of change may also result in either reactive or proactive processes. The current strategy of an organisation may not be providing/meeting the expectations of stakeholders. In such situations management may be compelled to make drastic change i.e. transformational changes.

Learning organisation and Change Management

Traditional organisational structures are designed to facilitate stability and not to encourage change. However, as stated earlier change is something inevitable and a learning organisation, capable of adapting to changes is required.

In a learning organisation, the culture encourages a sharing of knowledge and experience among personnel, based on a common purpose or vision. The collective knowledge of all persons in an organisation exceeds what the organisation knows and is capable of doing. In such organisations each individual becomes sensitive to changes occurring around them. This encourages them to identify opportunities and the changes that are required.

Managing Change - Styles of Management

Any change process, needs to be managed, there are appropriate styles of management. One approach to managing change is through education and communication. Clear explanation of the reasons for change, will help clear doubts and misinformation, if any.

Clear strategic direction, by someone recognised as a leader, is another approach to change management. This is essentially a top-down approach of strategic change management. A clear vision about how change will occur is important, together with a clear strategy.

A participatory approach, involving those who are effected by change, is also quite effective. Above all, this approach provides a sense of ownership of the change process and the subsequent decisions. Needless to state, ownership creates a commitment to the program of change.

Finally, change can also be managed by a directive style. This is an extreme situation. Through a directive style, change is imposed through the exercising of power. This style particularly is suitable, in crisis situations, requiring tight controls.

These styles of change management, are not, mutually exclusive. Different styles are suited to different circumstances. For example, a participatory style is suitable for incremental changes, whilst a directive style is regarded as more suitable for transformational changes.

How to overcome barriers to change?

It is quite natural to expect resistance from people, towards change programs. The amount and type of resistance needs to be determined. Generally, the greater the amount of change, the higher the resistance from those affected by it. Levels of risk associated with not changing, has also to be considered. If this is found to be high, the change process will need to expedited.

There are many options available, to overcome barriers to change. Many people oppose change, because of the lack of clarity and information. As such, effective communication and sharing of information, is a good initial strategy to overcome resistance to change. Information and understanding, helps people to appreciate the true context of the change program.

In any program, there are gainers and losers. Naturally, it is the losers that are likely to oppose changes. The strategy to utilise in this context, is negotiations followed by reaching a mutually satisfying agreement. It is often surprising to observe how major obstacles, can be overcome by open negotiations.

Involvement of people effected by changes, in another method that can be adopted. Basically, the emphasis is to make people have ownership in programs of change in order to build commitment and co-operation. The more involved people are, the lower the resistance offered.

Concept of "Champions of Change"

When a business organisation is considered, it is often a balance of varied forces. Change leads to this balance being affected, resulting in problems which have to be addressed and effectively dealt with.

In this concept, people are trained to anticipate change and to deal proactively rather than reactively. Anticipation requires people to analyse and diagnose situations, from which change originates. Anticipation alone is not adequate. The likely benefits and costs arising from change, needs to be considered as well.

"Champion of change" are people who initiate change and are part of the change process. This requires preparation mentally for people to change themselves and be prepared. Informal discussion and feedback, provides a listening platform to originate the required changes.

Managers who campaign change, also acknowledge that the impetus for change, can come from any level in an organisation. (Not necessarily from the top).

Managing change through "Symbolic Processes

When change, processes are considered, they are not always formal, in nature and can in fact be symbolic. Changes in physical aspects of the work environment are powerful symbols of change. For example, dress codes, relocation of offices and personnel.

In addition, certain rituals are concerned with effecting change. For example, induction/training programs, promotion/demotions of people, appointment of consultants and project teams. Stories are often used to symbolise the changes required. For example, informal memos from the CEO, company magazines and newsletters. The langauge used to communicate these stories, can carry several meanings in one instance. (Seriousness of position, emotional feelings relating from the past and rational reasons requiring change).

Change is inevitable and has to be looked at, in a positive manner. Always explore the brighter side of change i.e. the opportunities that arise.

There is no perfect organisation and no single best way to manage change.

A lot depends on circumstances, people, change agents, organisational culture and leadership, among a host of others.

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