It is natural for people to feel sceptical about change. Various sources contribute to this fear. Identifying them can help you to consider these fears when designing the change management process.
feel sceptical about change. Various sources contribute to this fear. Identifying them can help you to consider these fears
There are two archetypes of theories of change as demonstrated by Michael Beer and Nitin Nohria . They are known as Theory E and Theory O. They are both valid and each can achieve some of the management’s goals.
| Dimension of Change | Theory E | Theory O |
|---|---|---|
| Aims | Increase and maximise shareholder value | Improve organisational capability |
| Focus | Focus on cost saving, efficiency and systems | Focus on corporate culture, attitudes and employee mentality |
| Results | Focus on short-term immediate results without which the organisation may not survive. | Focus on long terms goals to change course and end up with persistent gains. |
| Leadership | Top down change management. | Bottom up change management. |
| Process | Plan specific programs. | Experiment and evolve. |
| Use of Consultants | Consultants provide support to the management and employees to come up with their own solutions. | Experiment and evolve. |
| Rewards | Provide financial incentives to motivate. | Use commitment and increased responsibility as incentives motivate. |
Companies don’t always go through change uniformly and this can have a significant impact on the way they handle change or anticipate it. The following are the most popular patterns of change (Arnold et al. 1998).
Great leaders know that change is inevitable, and they don’t shy away from it. They also remain positive
Great leaders know that change is inevitable, and they don’t shy away from it. They also remain positive
Great leaders know that change is inevitable, and they don’t shy away from it. They also remain positive
We are about to enter the fourth industrial age. The first industrial age began with the invention of factory in Britain in the late 18th century. It was centred on mechanisation of the textile industry. Rather than producing the textile by hand in hundreds of weaver’s cottages, it was all brought under a single cotton mill.
The production ramped up and soon put pressure on many of the traditional producers.
