Module 1 Assignment: Overview of Major Change

Part A: Major Change: Definition and Facilitating Forces

Change is an inevitable part of human life. Whether in our growth and development or in organizations and governments, change is a constant phenomenon in human lives and societies. While change is a constant phenomenon, it can be voluntary, imposed, or mandatory. Voluntary change is when the participants or those affected by the change are aware, willing, and supportive of the proposed or ongoing change process (Cox-Hynd, 2017). Voluntary change occurs when the people involved in the change are either part of proposing the change, are involved in planning the change, or perceive the change as necessary and beneficial to them or the organization they work for (Cox-Hynd, 2017). For instance, when the leaders in an organization identify that it is time to move to a new method of processing based on what other organizations are doing, voluntary change will be present if the employees also share the same perspective, understand their roles, and are willing to carry them out. The benefit of the voluntary change is that it does not have significant resistance from employees, which makes change flow much more smoothly (Cox-Hynd, 2017). For instance, I find it easier to change when I think the change is necessary or beneficial, making it somewhat easier to change. However, voluntary change has the challenge of requiring more effort since it is internally driven. For instance, voluntary personal change requires one to push themselves despite any hindrances that may come in the way.

Imposed or mandatory change, on the other hand, refers to a change necessitated by external forces forced by circumstances or superiors. For instance, in the organizational context, leaders and managers may change the organizational structure from a decentralized one to a centralized reporting hierarchy and impose the change on employees who do not feel the need for change (Cox-Hynd, 2017). Imposed change, in this case, would force the employees to adapt and change despite their perspectives on the necessity or benefits of the change. Imposed change has several challenges, including increased resistance, cynicism, and being too systems-oriented (Cox-Hynd, 2017). Imposed change, even for individuals, is often met with resistance because the person who is meant to change, implement, or is affected by the change is unwilling or welcoming to the change. For instance, if one was forcibly removed from their favorite seat in the house, they would resist the change or do it unwillingly. However, imposed or mandatory change has the benefit of assisting organizations deal with uncertainties. For instance, the Coronavirus pandemic caused a mandatory change in working structures. More people must work from home or risk staff shortages and interrupted operations due to infections. The mandatory change saved multiple organizations that remained operational even during lockdowns.

Major change can be described as change that occurs in all or most aspects, such that it occurs internally and externally and at the individual and group levels concurrently. Major change can also be referred to as profound change, which refers to a change that combines both internal modifications in terms of values, behaviors, and aspirations and external modifications in terms of strategies, processes, systems, and practices (Senge et al., 1999). A major change in the organizational context involves a change in almost all aspects of the organization, starting from its employees to its operations, such that it not only changes for a period of time but undergoes a continuous process of change until the change becomes the norm (Rodat, 2018). For instance, an organization may undergo leadership change to improve its performance or succession, resulting in profound or major change if the leaders have different leadership styles and beliefs. A good example of a profound organizational change was the General Electric case when Jeff Immelt succeeded Jack Welch, the company’s first CEO. Jack Welch was an authoritative leader, while Jeff Immelt opted for the transformational leadership style. This change would require 17 years to fully take place in the organization and still require continuous change (McGregor, 2021). The change in leadership meant that the company’s values, beliefs, and culture had to change, subsequently making profound changes among the employees and how they conducted themselves. For instance, employees would be given more freedom and empowerment over their responsibilities, which would impact the operations, procedures, strategies, and systems within the organization. Therefore, major change refers to the extensive modification of various aspects of an organization, including the individual employees and the organization.

As mentioned earlier, change is a constant phenomenon in human life and organizations. Various factors enable one to adapt to change, including flexibility, control, understanding and clarity, perception of the change, and relationships. Flexibility plays a critical role in dealing with any type of change and adapting to it since flexibility allows one to keep an open mind towards the change, increasing their capacity to adapt to the new demands of the change successfully (CCL, 2021). Cognitive flexibility ensures one is open to different ways of thinking or doing things and is, therefore, ready to undertake change randomly and shift their actions, behaviors, and beliefs towards a new direction (CCL, 2021). Control also plays a critical role in enabling one to adapt to change. Control refers to the amount of input and contribution one has towards the change, its objectives, procedures, and outcomes (Hadijah, 2018). Control is important in personal and organizational change since it impacts one’s ability to handle change and perceptions of the change (Hadijah, 2018). For instance, if employees or an individual feels that they have no control over the changes, what they are intended to achieve, or how they are implemented, then the change will often cause resistance and stress as they deal with the unpleasant situation of change (Hadijah, 2018). Even in personal change, like increasing physical exercise, one can easily adapt to the change if they have control over the change itself and the intended outcomes compared to when one is forced to change without any input or influence over the change.

Understanding and clarifying the change are also significant factors that enable one to adapt to change. One can adapt to change if one understands the reasoning behind the change and is clear on its objectives, goals, impacts, and contributions towards the change initiative (Van den Heuvel et al., 2020). I believe it is important for one to extensively understand the change and be clear about what is expected of them, how it contributes to the change, and the expected outcomes for better performance and adapting to change. Similarly, one’s perception of the change also impacts their ability to adapt to the change. When one has a negative perception of the change, such that they view it as either unnecessary or not useful, they have a harder time coping with it. One’s perspective toward change determines their individual coping and responses, such as patience or loss of control in some cases (Jick, 1990). One’s perspective keeps their reactions towards the change positive during all change and transition changes, hence adapting to the change better. Finally, relationships in the organization and individually assist in coping and adapting to change. Interpersonal and leadership relationships within an organization determine one’s perspective toward change while also influencing how one can deal with the shock and retreat during change (Jick, 1990). Leaders guide their followers to identify the goals of the change and take it up as their own initiatives, increasing adaptability to change.

Part B: Major Change: Dynamics and Constraining Forces

Change causes various responses from individuals and groups mainly because of the deviation from an established norm or way of doing things. The responses or reactions to change can either be internal or external. Internal responses to change are the individual’s or employee’s reactions to the change. The internal responses could vary from the shock of the perceived threat and therefore being immobilized, or acknowledgment and letting go of the new change (Jick, 1990). Internal reactions can either be positive, like adapting to change and taking risks with the unknown, or going into a defensive retreat and holding on or getting angry at the change directors (Jick, 1990). Internal reactions could either promote or impede one’s movement through the change process. For instance, shock and defensive retreats may prevent one from perceiving the positive aspects of the change or even getting the energy to carry on with the change.

External reactions to change are organizational responses to change, including meeting the needs of the employees or pushing employees to increase their adaptation to change. External responses can either be identifying the psychological needs that must be internally addressed for the change to occur and be effective or can be a series of controlling and unbeneficial motivations to increase adaptation (Jick, 1990). People often change when they internally decide to do so, which makes them miserable when external forces provide them with pep rallies to motivate them. They are not internally invested or adjusted to the change. This could increase resistance towards the change and prevent it from moving from the unfreezing to the change and eventually freezing levels of the change process.

Resistance to change is a common stage that occurs in both personal and organizational change, especially major and profound changes that affect multiple aspects of the organization. Resistance to change is a natural part of the change process and only reflects the reactions of individuals to the change, especially to the perceived threats associated with profound changes (Jick, 1990). While resistance to change may imply having negative perspectives toward the change or seeking to stop the change, Jick (1990) urges us to rethink resistance as a normal pattern of change where people seek to protect and cope with the real or perceived loss from the change. For instance, if one was used to working from the office, there might be hesitance to work from home. However, from the module’s insights, individuals can overcome the natural resistance they feel by accepting the feelings as natural, managing stress, and exercising their responsibility for losses and potential gains. At the same time, managers can provide safety and acceptance while developing the capabilities for change to improve coping skills (Jick, 1990).

It is also important to understand that there are various hindrances and obstacles to adapting to change, including lack of control, a perceived lack of benefits from the change, poor coping mechanisms, clarity, and change fatigue. Jick (1990) notes that people often react negatively to change because they feel they lack control of their surroundings, influence, or norms, which hinders their acceptance and adaptation to the change. If one did not contribute to the change or its planning, then a lack of control may impede their ability to adapt to the change. Similarly, suppose one negatively perceives the change as having no benefits or being unnecessary. In that case, they are likely to view the change as a threat and a waste of time, resisting and impeding their adaptation to the change (Zhou & Lin, 2016).

One may also have poor coping mechanisms, which may affect their progress from the resistance stage of the change to the acceptance and, subsequently, acknowledgment and adaptation (Jick, 1990). For instance, during the change imposed by the COVID-19 pandemic, several people were unable to cope with the change and adapt, with the same case happening to organizations and leading to challenges moving through the change process (Vowels et al., 2022). One may also lack clarity and understating of the change, its purpose, intentions, objectives, and how one plays a role in attaining the set objectives, which may affect their reaction to change such that they fail to get past the perceived threat to their norms and way of doing things, hence affecting their adaptability and participation to the change (Vowels et al., 2022). Finally, change fatigue may pose a challenge, especially if they have been repeatedly exposed to change. While a changing culture is important, it is necessary for change first to be fully adapted before moving to the next change. Change fatigue may challenge the manager in getting people to view the change as positive but could be resolved with time and increasing predictability of change.

References

Center for Creative Leadership (CCL). (2021). Adapting to change requires flexible leadership. https://www.ccl.org/articles/leading-effectively-articles/adaptability-1-idea-3-facts-5-tips/

Cox-Hynd, P. (2017). Imposed vs. chosen change: Managing change in business. Training Journal. https://www.trainingjournal.com/articles/opinion/imposed-vs-chosen-change-managing-change-business

Hadijah, K. (2018). Factors that affect people’s ability to adapt to changes. Medium. https://medium.com/@hadijah315/factors-that-affect-peoples-ability-to-adapt-to-changes-42dd8e5ef4

Jick, T. D. (1990). The recipients of change. In Jick, T. D. & Peiperl, M. (2003). Managing Change: Cases & Concepts (2nd ed., pp. 336-347). Boston: McGraw-Hill/ Irwin.

McGregor, J. (2021). GE groomed insiders for years. An outsider is finally breaking it apart. Forbes. https://www.forbes.com/sites/jenamcgregor/2021/11/12/ge-groomed-insiders-for-years-an-outsider-is-finally-breaking-it-apart/?sh=6e6bf23d4d5f

Rodat, S. (2018). Organizational change: framing the issues. Revista De Științe Politice, (59), 23-33.

Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G. & Smith, B. (1999). A different view of executive leadership. The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations (pp. 12-21). New York: Currency/Doubleday.

Van den Heuvel, M., Demerouti, E., Bakker, A. B., Hetland, J., & Schaufeli, W. B. (2020). How do employees adapt to organizational change? The role of meaning-making and work engagement. The Spanish journal of psychology, 23. https://doi.org/10.1017/SJP.2020.55

Vowels, L. M., Francois-Walcott, R. R., Carnelley, K. B., & Checksfield, E. L. (2022). Adapting to change: How has COVID-19 affected people’s work and personal goals? Plos one, 17(2), e0262195. https://doi.org/10.1371/journal.pone.0262195

Zhou, M., & Lin, W. (2016). Adaptability and life satisfaction: The moderating role of social support. Frontiers in Psychology, 7, 1134. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4963457/