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May 2003 The Case For Change in a Successful Organization By Dan Zrymiak Resistance to change in an organization, particularly an organization that has recently achieved desired levels of success and prosperity, is common. This resistance can often hinder and even sabotage the benefits any changes might afford. The following presents a logical approach to overcoming resistance to change in organizations to smoothly pave the way for a positive outcome. Why Successful Organizations Still Need Change When you’re finished changing, you’re finished. Benjamin Franklin There are as many objections to change in an organization as there are people in it. Even if the change will obviously bring about positive events, these objections will be raised and may hinder the process of change. Organizations undertaking any large-scale change must identify objections and help employees and stakeholders overcome the common objections to change. People resisting change fear the potential for disruption, complexity and confusion that such changes may bring. The added cost and distraction from current priorities add credence to their fears and can under-mine an otherwise-worthwhile initiative. If an organization wants this change to happen successfully, it must build a foundation of support to enable the change to proceed. This is particularly true in a successful organization, where there is no immediate imperative to change. Unlike an organization in crisis, the symptoms of a deficient organization are not readily apparent in a successful organization, and the consequences have not manifested in dramatic financial losses, fewer customers, public product failures or regulatory penalties. The old maxim, “If it ain’t broke, don’t fix it,” cannot be applied to successful organizations in a dynamic environment for the following reasons: Success should not be confused with good fortune. Success is the result of following a methodical approach to fulfilling an explicit commitment. In the process of following this approach, good fortune may occur, providing opportunities and rewards above and beyond the initial commitment. The good fortune experienced may actually obscure critical problems.
Approximate Word count = 1273
Approximate Pages = 5.1
(250 words per page double spaced)
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