One of the most common reasons why many re-engineering projects do not achieve the level of success that the organization expects is about organizational culture change. You can have the most efficient process in the world, on paper and still do not have a world class operation. You must remember that people must implement the plans, perform the activities and provide the interface to the customer. If you have left the improvement process a plan to change human behavior, your project will not succeed.
Cultural change comes not only as a result of a change in the system. This is due to consistent incremental change in how a person knows the system. People must see that there is less pain and more joy in connection with the change than not to change. However, it has only been in recent years that industry realized the importance of this relationship to their bottom-line.
When an organization plans a change of some kind that will affect peoples daily activities, the relationship between pain ie emotional cost and pleasure ie, benefit to the individual must be considered. People are stimulated or retired based on their association of personal benefit or expense as a result of a change in their environment.
People are usually told about the benefit that the organization will realize if the change is made, in terms of cost savings, ability to process more requisitions more easily, etc. So why do most employees resist the change to the new system? Simple question because they associate more pain to change than not to change. Most people feel that when management says cost savings they really mean job abandonment. And when management says ability to process more requisitions, they really mean the workers workload increases. With these interpretations or incorrect interpretations of the situation, is it a little wonder why these employees are not interested in changing how they do business?
Once a change has been announced, usually the first reaction people are meeting the change with a sense of shock. They ask themselves, Where did it come from? What happens? , I did not know anything about this. Or This is not what I agreed to. Most I know who have been confronted with change reacted this way?
No one can change until he comes through anger, shock and denial. But when the person has accepted the change as real and that it will happen, he begins to rationalize his role in the new situation. It is important to understand that an individual can not only accept the situation and start working towards the new vision, but you can also accept the situation as a negative influence and choose to leave the organization. However, the individual has accepted the fact that the new environment exists.
Change can not be achieved without commitment and involvement by the organizations leaders. As an organization transition from an old way of doing business to a new way of doing business, leadership becomes the glue that holds that organization together.
Change is itself a process and must be treated as such. An organization can not expect people to change how theyve done things for several years overnight. Change is not something that should be taken easily. It is complex and, if handled properly, can be very beneficial to employees and the organization as a whole. Proper management of the transition of people through the change process is crucial to the success of a new system.
Scheduled change processes often work if they are conceptualized and implemented properly. but unfortunately every organization is different, and the processes are often assumed from the shelf, the devices organizational change model, but a complete program, such as a quality circle package, from a retailer, plug it in and hope it goes by itself. Alternatively, in particular in the underfinanced public and non-profit sectors, partial applications are attempted, and despite corporate management and employee commitments, no fruit is given.