Quirke: Communicating for Change
- the pace of organisational change is accelerating.
- organisations' cultures can provide a competitive edge. (invisible issues, values)
- poor communication is the main barrier to achieving change.
- managers are often under the wrong assumption that they must 'drive' change and make it happen.
- people like to be in control of their environment and any change is a threat of that ability.
- the less power you have the more likely you are to resist.
Reasons for resistance:
- A lack of understanding of the need of change:
You must provide a framework. However, the more information is shared, the greater the debate will be and the less likely is the simple acceptance of decisions.
- A lack of the context or environment:
People may not be interested in learning about it. They may not share the management's value of making a profit.
- A belief that the change violates the core values of the organisation:
E.g. changes in the public sector. If people feel that their values are being betrayed, they are likely to stay loyal to those values. When the workforce is comprised of professional specialists, changes should be aligned to professional values, otherwise there is a greater resistance.
- A misunderstanding of the change and its implications:
People may have a different understanding of the benefit of change and value areas differently from their managers. People resist change when it might cost them more than they would gain.
A belief that the change is not in the best interest of the company:
E.g. the board underestimates the difficulties of competing on an international stage.
A lack of trust in those introducing change:
Greater resistance if the relationship of those introducing change and those affected by it is bad. The organisation's...