Are the people stupid? Do they not realise that if the organization cannot make these changes then we will become uncompetitive? Staff numbers will be reduced. We will eventually go out of business. Do they realise it? More than likely not. More on the money - things are seen differently to them.
Employers and companies still believe that people should do what they are told to do because they are paid to. We learn from a young age that the best way to get people to behave in a certain way is to instruct or entice them or command them. From our experiences at school we are conditioned to believe that skills, knowledge, and expectations are imposed on or 'put into' people by teachers, and later, by managers and bosses in the workplace. Nowadays there is an alternative point of view.Getting people to adapt to changes and learn new skills just doesn'twork because:
> It uses as a premise, that people's career aspirations are consistent with those of the organisation or, that the organisation doesn't realise the significance of this, and
> It assumes that people want, and can assimilate into their lives, given all their other priorities, the type of development or change that the organization deems appropriate for them.
It would be a better idea if organizational leadership assessed and modified their business goals in order to match the company's activites to better fulfill the total life needs of their people. Most workers know that their main purpose is to follow the directives of their immediate and senior managers in order for the company to succeed and pay bonusses the directors and dividends to the shareholders. We (the workers) work so that other more gifted or fortunate or aggressive people can profit because of our efforts.
Suppose you are an MBO company planning on an aggressive sell-out in the next two to five years. May the gods be on your side since the impression the workers are going to have of you is that there are going to millions to be made and shared, but not with them and, at whims of the new owners.
How on earth do you expect decent hardworking people to align with those aims?
It's time for a radical re-think, before we all disappear up our own backsides...
Point One:
There is no way that an organization with unappealing characteristics - such as blatant greed, environmental disregard, empty promises and even inequality - can expect the loyalty of their hard working workforce.
"I see you would like to me take on further training and development in aid of a company which does not care very much about my wellbeing? I dont think that I can take that on right now, I have enough on my plate."
And that's if you are lucky. Most staff will simply nod and smile demurely as if in servile acceptance. If they still wore caps they'd doff them.
After that, very little happens and inevitable so, these people cannot be asked.
"....why should we bother engaging in discussions with a pack of directors too removed and arrogant?"
Consider a big shake-up in thinking and look at how well matched the integrity of the organization is with that of its workers.
Fact Two:
People can't just drop everything and 'change', or learn new skills, just because you say so. Although they may want to go through the necessary steps, the fact that there are already lots of things that need attending to which were put there by the same organisation in the first place.
Point Three:
A common reason organizations have for poor consultation with their people is its state of borderline crisis and the time required to prevent this crisis.
Well who's fault is that? Organizations get into crisis because they ignore facts one and two. Once again ignoring these naked truths again will only push the sitation further.
From any point of view, you will not accomplish much by simply formulating a plan for change and then expecting your people to execute it.
A good place to begin would be to eveulate the goals purpose and values of the organization. What does your organization actually seek to do? Who does your organization benefit? And who does it exploit? Who is winning and who is losing? Does your organization have real integrity? Are you proud of the consequences and implications of what your organization does? Will you be remembered for the good that you did - in the widest possible sense of doing good - while you were in charge and in your position of responsibility?
Furthermore, what do your people say amongst each other about the way you manage change?
Get some answers.
Author Resource:
Change management involves no great conundrums or major complexities. Taking all the variables and grey areas is the most difficult part. I set out to explore some of the facets of change management and the most useful local knowledge came from the company Changewright, based in Johannesburg.
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