MANAGING CHANGE

Managing Change

Managing Change

'The implementation of strategic change is likely to be problematic. This is especially likely to be the case in situations where this type of change involves people, and in which personal relationships and emotional responses are predominant' (Thornhill et al, 2000, p.14)Discuss this statement, drawing upon what the literature has to say about the nature of change; the reasons why strategic change so often gives rise to problems or difficulties; and the most effective approaches to adopt in order to avoid or minimise those characteristic problems or difficulties.

Introduction

The management of change and the problems presented by change are nothing new despite the more recent focus on such processes. For many years we have associated change management with overcoming personal angst and/or resistance to such change. Perhaps the first to recognise such a connection was the Greek playwright Euripides when his character Iphigenia stated 'There is something in the pang of change more than the heart can bear, unhappiness remembering happiness.' (484 - 406 B.C.) His reflections on the emotions of change remain current where we now assess change as strategic or non-strategic change.

In order to discuss the statement at the question we must define the difference between strategic and non-strategic change. This can be achieved by first defining strategic change as:'The process of organisational transformation and renewal that applies innovative and entrepreneurial skills to develop an envisioned future, to draw out the entire organisations capabilities, competences, knowledge and individuals skills with the objective of improving operating performance, realising growth, increasing shareholder value and creating new wealth.' (HC&P 2003)Henceforth non-strategic change can be simply defined as those actions that bring about change with no strategic process. An example of each can be applied as follows. Strategic change would be where a business or organisation relocates it's premises to increase consumer appeal and was a result of such processes as market testing, consumer response, and sales histories. This move would have been planned to incorporate such benefits as increased performance or growth. An example of non-strategic change may be where the same business was forced to move through any number of factors such as the premises being no longer habitable through damage or eviction.

The reasons why strategic change can be problematic during implementation, and the methods or solutions to overcoming such problems, can be addressed only after determining those factors that outline the nature of change.

The Nature of Change

Change itself is not a constant and it does not always involve people. Change is however a constant factor that we deal with. The times when change does involve people are often the most noticed and more often than not the most difficult to implement. Change is largely defined by the magnitude of change required and is often only recognisable in mass form, however change is a continuing process within both our economic and social boundaries and can be of the most minor impact or one of most significance.

Change occurs in the individual through learning, experience, maturity and many other ...