"If whatever in life is constant, it is change."
- Bryce's Law
Introduction
Like so many of you, I am often mystified as to why there is
so much trouble in the middle East. We could well blame it on
religious fanaticism, be it Christian, Jewish, or Muslim. Perhaps.
But I tend to believe it can primarily be attributed to change
(or the fear of it). In this part of the world, there is great
suspicion over the cultural differences between religious groups. Each
side fears if they make peace and accept the other parties, it will have
an adverse sway on their culture which is something they simply
will not accept. In their minds, each believes they corollary the
"true calling" and will not tolerate any discussion to the
contrary. Frankly, I do not think whatever is trying to change
the moral conviction of the other; nonetheless, the fear remains.
We see similar examples of the fear of change, on a much smaller
scale, in business, the volunteer non-profit organizations we
participate in, and in society in general. change is a fact of
life. change happens every day before our eyes in the most
subtle ways. change is constant. And instead of resisting change,
we should learn to understand it and learn to cope with it. Refusal
to deal with change is plainly denying reality. For example, I
see huge changes in the schools my children attend, not
just the discrepancy between my generation and theirs, but the
changes in their own schools in the short time since they have
been going to school. I have also witnessed huge changes
in the workplace since I entered it in the 1970's.
In the systems world, It departments should readily understand
the nature of change for they typically devote 80% of their work
effort on modifying and enhancing corporate systems. As an
aside, I find it rather amusing that systems people, who are
supposed to be the merchants of change, are often the most
resistant to it themselves.
It would be nice to believe change always represents progress. Not
necessarily. change can also be counterproductive if a
new practice is introduced that doesn't improve the status
quo. This is probably the biggest cause for the fear of change;
that it will not improve our livelihood but, instead, cause a decline
in our way of life.
Change is not a technical qoute as much as it is a people
problem. Implementing changes to our mechanical devices is
nothing compared to how the human being must deal with the
device.
What Causes Change?
There are fundamentally three reasons for change:
Political/Government influences - representing new or modified laws, rules and regulations to be implemented either dictated to us or by majority rule. This is intimately linked to... Cultural influences - society, fashion, religion, customs and language, even the physical environment affects change. For example, the use of our vernacular or our personal appearance represents subtle changes in attitudes and morality. mother nature, with its tempest of storms, affects how and where we live. The evolution of technology falls into this class as well. For example, reconsider how the Pc, cell phones, video players, and the Internet have affected our lives over the last few years. We now live in a fast-paced world where we expect everything on demand. Competitive/Economic Influences - in order to corollary in life, it is considerable to evolve and improve in order to win. Do we well want to just "Keep up with the Jones'" or do we want to get ahead of them? Economics also influences our way of life and represents our security blanket. For example, if we do not feel economically stable, we will alter what we are doing in life to safeguard our family and ourselves.
As an aside, these three agents of change greatly sway our information
requirements. Those who understand this will adapt accordingly
and be masters of their destiny. Those that do not, will fall behind.
There are three degrees of change:
Subtle - representing minor changes occurring daily which we accept (either gladly or grudgingly). Subtle changes can be as insignificant as a change in our speech, form of address, a new hair style, etc. We will either like and embrace such changes or we will plainly tolerate them. Moderate - representing considerable modifications to the status quo. This includes such things as upgrades to our systems and procedures, changes to our policies, and material changes affecting our way of life. Moderate changes are either mandated or requires some tact or diplomacy to implement. Radical - represents changes upsetting the status quo. This includes unblemished overhauls of systems, the introduction of totally new ways of conducting business, and such things as mergers, diversifications, closings, and divorce.
Understand this, resistance to change grows as we move from
subtle to radical. Subtle changes are those we understand
and readily adapt to, but unending changes turning our world
upside-down will not always be greeted with enthusiasm.
"Living without change would be inconceivable and unbearable.
At the same time few of us would care to go on living in the
midst of ceaseless, chaotic, thoroughly unpredictable change."
- Hadley Cantril
Why Do We Resist Change?
Let us now reconsider the fundamental reasons why we resist
change:
We are creatures of habit. We long for stability in our lives which represents a comfort zone we want to live in. Any proposed change to this comfort zone is greeted with suspicion. This is maybe the biggest intuit for resistance to change. Fear of the unknown. Going into a dark room is difficult even for the bravest of souls. As human-beings, we have a natural tendency to want to be in operate of our actions and behavior. As such, the unknown is frightful and causes us to establish rationales for why we shouldn't do something; even worse, ignorance leads to fabrications of the truth and gossip. Human emotion. Humans are capricious, and tend to do only what pleases them. We may elect to cooperate or stubbornly resist for no apparent reason. As such, we must recognize man as a political animal who will only do those things they feel are in their best interest. We do not like our authority or territory challenged whereby we might lose control. Consequently, we will sabotage any change coming our way. Ignorance. We are either unaware a qoute exists or that a better explication can be found. Many people are comfortable operating in a state of ignorance, they do not want to know about problems or whatever affecting their environment. Combinations of the above.
A person's age also affects resistance to change. As we get
older we become more set in our ways and less likely to accept
change. In contrast, younger people are much more adaptive to
change. A lot of this has to do with the fertility of the mind. Our
most creative and energetic years are in our youth where we believe
the sky is the limit. This is why the soldiery wants young soldiers
for they believe themselves to be fearless and want to prove themselves
to their superiors and family. In other words, they have not yet
learned they are not indestructible. But after they have been
burned a couple of times, they start to become jaded and start to
challenge the rationale for why they are asked to accomplish inevitable
tasks. Further, the soldiery realizes younger minds can be shaped
more readily than older ones.
Implementing Change
As we all know, implementing change is not a easy matter. A lot
depends on the perceptions of people. If we believe a change to
be worthwhile, we will readily accept it; if not, we will bitterly
resist it. As humans, we act on our perceptions which is not
necessarily synonymous with reality; it is how we believe something
to be regardless if it is true or not. Hitler and Joseph Goerbels
were acutely aware of this phenomenon and distorted people's
perceptions in order to bring about sweeping changes in Germany. Both
the press and politicians in general are also astute in this
regard and exertion to sway communal perceptions, thereby
bringing about the changes they champion. Advertising agencies
are also aware of this, as should enterprise and non-profit groups
interested in bringing about change.
Before we turn everyone into propaganda ministers though, let us
consider the fundamentals for altering perceptions which is
commonly referred to as the three canons of discourse:
ethos, pathos, and logos, representing emotional appeals at
ethical, emotional, and logical levels. We deliver these
arguments through media bright to our senses and intellect
and "voila" you have the formula for manipulating perceptions:
Rhetorical discussion (the message) X Media = Perception
Before we try to sell people on a single change, we have
to weigh the impact on its corollary (subtle, moderate, or radical)
versus the costs and benefits involved. "Pride" special Subjects
Bulletin amount 19 ("The Elements of Cost/Benefit Analysis" - Apr 11, 2005)
includes a description for performing a Cost/Benefit Analysis.
We must recognize from the outset the cost of change is proportional
to resistance to it. The higher the degree of change ("subtle" versus
"radical"), the more costly it will be to implement.
Regardless of the scope or degree of change, in order for it to be
successfully implemented, it must become a natural part of our lives
(our culture). In other words, we have appropriate the change and
alter our lives to implement it. If we fail to adapt to it,
the change will not take sway in the manner we had hoped. Let me
give you an example, years ago my wife worked for a large jet
engine maker in the mid-west where she ordered specific
parts for the assembly line. A lot of the ordering was done
manually using index cards and paper forms. The enterprise believed
this to be antiquated and ordered the establish of a new Order Processing
System. Millions of dollars were spent on the task for a
new "state of the art" system. As the system neared initial
start-up, the order processing staff was given rather cryptic
training in the use of the system. The system may have been a
good one, but the developers underestimated the human element of
change. So much so, when system startup came, the order
processing staff plainly ignored the new system and continued with
their index cards and manual forms. This was a major setback for
the systems people. What had they done wrong? Three things: first,
they didn't solicit support for the task from the order processing
staff in the early stages of the project, nor did they have a
representative from the staff participate in the project;
Second, the training of the staff was done badly (cryptic instructions
were given instead of contribution schooling in terms the staff could
understand), and; Third, the systems group failed to contribute
adequate technical support while system startup. Consequently,
the order processing staff ignored the new system, went back to
their old ways of doing things, and sent the systems staff back to
the drawing boards.
Anytime we are bright in introducing any major change, there
are three things we must do:
Solicit support from the people who will be affected by the change thereby getting them "on board." Train them effectively (in terms the staff will understand). Follow-up and support the people until the change becomes a natural part of the culture.
By doing so, we set at ease concerns people have about the merit
of the change. If this is not done, people will either ignore the
change, or even worse, deliberately sabotage it.
Implement as much change as the people affected can assimilate. Too
much change may be too difficult for people to cope with. In
this event, stage your changes over times. always remember,
"You eat elephants one spoonful at a time."
Trend Analysis
The Implementation of change is considered so prominent by some companies,
they will track the frequency of changes and the degree of severity by
either maintaining logs or plotting time lines (or both).
Such pathology is useful for spotting trends. If there is increased
frequency of change, a manager should be asking questions as to why. maybe
there is something fundamentally wrong with the product or
object we are managing.
The Need For change Control
People will tolerate a inevitable amount of change, but unblemished chaos,
where change occurs rapidly and unpredictably, is difficult for anyone
to tolerate. "Controlled" changes, on the other hand, are more palatable
to accept. To do so, we have to itemize and prioritize a backlog of
anticipated changes and implement them under structured conditions as
time and costs permit, thereby adding "rhyme and reason" to changes as
opposed to helter skelter.
Taking operate over the implementation of changes (or "Change Control")
is considerable in order to move from a "reactive" supervision style to
a "pro-active" style. In other words, we take payment of change as opposed
to changes taking payment of us.
Conclusion
Change is a fact of life and as such, we must either learn to
adapt to it or perish. In fact, it is our duty to change, to
aspire, to progress, to seek perfection and evolve. change is
natural.
Change impacts the lives of people and, as such, affects their
emotions and insecurities. To implement change requires an request for retrial
to the perceptions of people in terms of how it will improve their
livelihood. If the change is misunderstood or if it is perceived
as something having an adverse corollary on the status quo, it will
be steadfastly resisted. However, if a change is pitched properly,
not only will people welcome it, they will help implement it for you.
Implementing change means overcoming fear and establishing trust. And
remember, bite off only what your people can chew. Since change
is an evolutionary process, stage your changes over time. As one
part of your thorough plan is implemented, phase in the next.
Finally, I will leave you with this quote from Machiavelli's,
"The Prince" written in 1513:
"It must be remembered that there is nothing more difficult to
plan, more doubtful of success, nor more risky to manage
than the creation of a new system. For the initiator has the
enmity of all who would profit by the preservation of the old
institution and merely lukewarm defenders in those who
would gain by the new ones."
I guess some things never change.
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