A GROUP ASSIGNMENT

ON
INDUSTRIAL PSYCHOLOGY (OTM 316)

TOPIC:
PROBLEMS OF CHANGE IN AN ORGANIZATION

PREPARED BY:

1. OLADIPO OLALEKAN OLANIYI

2. FAKAYODE SHUKROH ABEKE
3. AJISOLA CELESTINA FUNMILAYO
4. AJAYI JANET OLAJUMOKE
5. QUZEEM ABDULWARIS OLALEKAN
6. ADENIYI AYOMIDE JAMES
7. DIEKOLA TESLIM ABAYOMI
8. OLADELE PETER SUNDAY
9. LAWAL SHERIFF ADESHINA
10. ADEDEJI OLUWATOSIN AYOBAMI

DEPARTMENT OF OFFICE TECHNOLOGY AND MANAGEMENT

SCHOOL OF COMMUICATION AND INFORMATION SCIENCE
FEDERAL POLYTECHNIC EDE
OSUN STATE, NIGERIA.

SUBMITTED TO:
CHIEF OBAFEMI OLUJIMI ONI
LECTURER IN CHARGE

MARCH, 2024
 WHAT IS ORGANIZATIONAL CHANGE?

As the saying goes, the only thing constant is change. (Colin Baker & Rachel

Dalrymple, 2022). Business have to change to meet new demands and an evolving

marketplace. A company that gets stuck in its ways may quickly find itself falling behind.

Organizations resistant to change can’t react fast enough, and before long, people

speak about them in the past tense. Most companies understand the need for organizational

change. According to a KPMG Global Transformation Study, 96 percent of companies say

they’re in the middle of a business transformation. That’s a good thing, but the study did find

a downside. Less than half of those organizations thought they wouldn’t see any sustainable

value from their change effort.

Organizational change is the process of shifting a company’s structure or other

significant elements to improve operations and meet new challenges. A key component of

this process is organizational change management, which is the strategy the company uses to

enact these alterations effectively. Effective change cannot happen without organizational

change management.

Organizational change refers to the actions in which a company or business alters a

major component of its organization, such as its culture, the underlying technologies or

infrastructure it uses to operate, or its internal processes (Tim Stobierski, 2020)

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 CAUSES ORGANIZATIONAL CHANGE?

Many factors make organizational change necessary. Some of the most common faced by

managers include:

 New leadership at the helm of the company or within its departments

 Shifts in the organizational team structure

 The implementation of new technology

 The adoption of new business models

To ensure a smooth transition, it’s important to have a set organizational change

management process that can be applied across various types of change.

TYPES OF ORGANIZATIONAL CHANGE

Leaders should recognize the types of change that may occur (Ama Staff, 2017). As

explained in AMA‘s Change Management Workshop, change is generally characterized in

five ways:

1. EVOLUTIONARY CHANGE OR ADAPTATION is slow and incremental. While the

complete results could create significant change in an organization, the pace is quite slow

and involves many committees and individuals to ensure less upheaval.

2. DEVELOPMENTAL CHANGE enhances or corrects existing aspects of an

organization, such as improving a skill or process. This type of change should cause little

stress as long as the rationale is understood by employees.

3. TRANSITIONAL CHANGE seeks to achieve a desired state that is different from the

existing one. This is a little more intrusive than developmental change since it replaces

existing processes with something completely new.

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4. DRASTIC ACTION OR REVOLUTIONARY CHANGE is immediate and forced on

the organization in the face of a significant event. Mandated regulatory change or the

introduction of advanced technology are examples of drastic changes.

5. TRANSFORMATIONAL CHANGE is radical, requiring a significant shift in

assumptions made by the organization and all employees. The transformation results in an

organization that differs significantly in terms of structure, process, culture, and strategy

from where it began.

PROBLEMS OF ORGANIZATIONAL CHANGE

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1. LACK OF CLARITY

Change is often difficult if you lack a clear vision. If you are unaware of the current state

of your organization, you will not be able to bring it to a desired future state (Priyanka Malik,

2021). If you are unclear of the vision, the drivers of change and the implementers will lack

clarity as well. It will derail the entire initiative.

If you come prepared with clear project scope and a compelling narrative, it will lead to a

smoother transition. You must address the preliminary questions such as:

 Why is the change needed?

 How will it affect our current state?

 How do you expect to get there?

2. INEFFECTIVE CHANGE COMMUNICATION

Ineffective change communication is a major hindrance to the success of change

initiatives within an organization, as it directly impacts employees’ understanding,

acceptance, and engagement with the change process.

Statistically, only 68% of managers know the actual reason for organizational change.

This number declines from 53% to 40% for mid-level managers and frontline supervisors.

Gartner suggests that due to poor change communication, 73% of employees experience

moderate to high-stress levels, and the affected employees perform 5% less than an average

employee (Tristan Ovington, 2023).

Instead of announcing the changes and expecting employees to adjust, try working on an

effective communication strategy, that is, creating a two-way dialogue where employees feel

heard and involved. This helps foster a positive and inclusive atmosphere conducive to

successful change.

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3. STRATEGIC SHORTCOMINGS

As a leader, consider this: is your strategy detailed enough to serve as a helpful guide

throughout the transition?

When a change initiative needs a well-defined strategy, it often needs clearer objectives,

adequate resource allocation, and poorly defined success metrics. This vagueness can lead to

misdirected efforts, where the energy and resources of the organization are not optimally

utilized, resulting in inefficiencies and diminished impact.

A holistic change management approach must address the following key aspects:

 The need for change

 Resources for change management

 leadership support

 Risks associated with the change

 Realistic timelines

 Training & support

 Measurable kpis

 Feedback

4. CHANGE RESISTANT CULTURE

The longer a current process has been in the organization, the more invested employees

are in it. The status quo always feels comfortable, creating a lot of inertia in the organization.

During change implementation, other cultural issues like internal politics, poor behavior

control, and personal agendas start surfacing, contributing to a change-resistant culture. In

such an environment, employees are likely to be skeptical about the benefits of change,

leading to low engagement and even active opposition (Lee Nallalingham, 2023).

Leaders in such organizations face the dual challenge of managing the practical

aspects of change while also working to shift the organizational mindset and culture towards

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a more open, flexible, and change-ready state. Without addressing this cultural resistance,

even well-planned change initiatives are at risk of failure or suboptimal outcomes.

To overcome this problem, change leaders must map the stakeholders impacted by the change

and involve them in the change initiative process. Leaders need to focus on individual

transition and making the environment conducive to change.

5. LACK OF ORGANIZATIONAL BUY-IN

It is rightly said, “Change starts at the top but happens at the bottom.”

For a successful change initiative, you need to earn buy-in from both top management and

entry-level employees.

The top management buy-in is essential to add legitimacy to the change initiative.

Their job is more than just sponsoring the initiative; it is to take the onus of the change and

lead by example. However, mid- and entry-level employees must be on board to implement

the change at the ground level. When employees understand and believe in the necessity and

value of the change, they are more likely to be motivated, engaged, and cooperative, making

the transition smoother and more effective.

6. CHANGE FATIGUE

More often than not, organizations have multiple change projects in the implementation

stage at one time. When change occurs in an organization simultaneously, it overwhelms the

employees. This results in change fatigue.

Change fatigue manifests in burnout, apathy, and frustration – all of which result in lower

employee engagement and productivity. Prioritization of change management is the key to

deal with this barrier to change.

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7. LACK OF GOVERNANCE

Investment in change is expensive, and this barrier to change can be costly to your

organization. For any transformational change; you need to have a clear line of sight

governance to manage the change from both a micro and macro level.

For disciplined management of the entire program, it is advisable to follow

the accelerated implementation methodology. This methodology is easily scalable for

projects of any size and complexity, from operational changes to transformational changes

8. INADEQUATE TRAINING AND SUPPORT

Inadequate training causes employees to need more skills, knowledge, and confidence to

navigate the changes. This leads to clarity, errors, and increased productivity. This gap in

training can result in a lack of engagement with the change process and even foster

resistance, as employees might feel overwhelmed or unsupported.

Furthermore, inadequate training can lead to a more extended adjustment period,

increased reliance on support resources, and potential disruptions in day-to-day operations.

Practical training is crucial for ensuring that employees are well-prepared to handle new

challenges and responsibilities, and for fostering a positive attitude towards the change. It

also plays a vital role in ensuring that the intended benefits of the change initiative are

realized fully and efficiently.

9. UNREALISTIC EXPECTATIONS OR TIMELINES

Ambitious goals, while inspiring, can often lead to undue pressure on teams, resulting in

rushed and substandard implementation efforts. When timelines are too tight, there is

insufficient time for adequate planning, training, and adjustment, all crucial elements for a

smooth transition. This can lead to employee burnout, lower morale, and resistance to

change, as employees feel overwhelmed by the pace of the expected transformations.

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 Additionally, unrealistic timelines can undermine the initiative’s credibility, as repeated

failures to meet deadlines can erode trust in the change process. Leaders need to set

achievable goals and realistic timelines that allow for thorough execution, unforeseen

challenges, and adequate adaptation periods, ensuring a more sustainable and effective

change initiative.

HOW TO OVERCOME PROBLEMS OF ORGANIZATIONAL CHANGE

Now that you have identified the problems that is withholding your

organization’s change management success, let’s find an answer to another important

question – how do you overcome these problems to change?

The following tips will help you in implementing change better.

1. STRATEGIZE WITH THE ADKAR MODEL

The ADKAR Model of Change Management is an outcome-oriented change

management method that aims to limit resistance to organizational change. It breaks down the

change process into five sequential steps: Awareness, Desire, Knowledge, Ability, and

Reinforcement.

Firstly, it emphasizes the importance of creating Awareness about the need for

change, which helps in understanding its rationale. Then, it focuses on building Desire

among employees to support and participate in the change, which is crucial for overcoming

resistance. The third step, Knowledge, involves providing the necessary training and

information to implement the change. Following this, Ability ensures that employees have

the skills and resources to make the change happen effectively. Lastly, Reinforcement

solidifies the change by embedding new practices and behaviors, preventing regression to old

ways.

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 By addressing these areas, the ADKAR model ensures a comprehensive and

structured approach to change management, increasing the likelihood of its acceptance and

long-term sustainability.

2. CREATE A COMMUNICATION PLAN

Creating a comprehensive communication plan is a critical enabler of successful

change initiatives, as it ensures that all stakeholders are informed, engaged, and aligned with

the change process.

Since change is personal, you must address change management communication with

consideration and empathy. By tailoring the communication to meet the needs and

preferences of different audience segments, the plan ensures that the message is not only

delivered but also understood and embraced. Answer the simple questions like ‘what’s in it

for me?’. You can avoid ambiguity by documenting the process, the critical milestones, and

the steps needed to get there.

3. INVOLVE YOUR EMPLOYEES

Employees are the catalyst of change. You need to involve them early on instead of

expecting them to accept the new processes. This involvement can range from participating in

planning and decision-making processes to providing feedback on proposed changes. It

encourages open communication, builds trust, and helps identify potential issues early on,

allowing for a more collaborative and inclusive approach to managing change.

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 If there is a rollout of a new platform that only a core group of staff is aware of, the

initiative will fail miserably. You need to check the pulse of the team and, gauge how

employees feel about the change project, and act upon the received feedback.

4. PROVIDE CONTEXTUAL ONBOARDING AND TRAINING FOR NEW

PROCESSES OR SOFTWARE

Providing contextual onboarding and training for new processes or software is a

critical step in facilitating successful change initiatives. Contextual onboarding, tailored to

the specific use case and environment of the user, significantly enhances understanding and

retention of new information. This approach helps bridge the gap between theoretical

knowledge and practical application, ensuring that employees are not just aware of the new

processes or software, but are also competent in using them effectively. Contextual

onboarding reduces the learning curve and accelerates the adoption of new systems, thereby

minimizing disruption to workflows and enhancing overall productivity during the transition

phase.

5. PRIORITIZE CHANGE BY OPPORTUNITY

Effective prioritization involves identifying which change aspects will deliver the

most significant benefits and aligning them with the organization’s strategic objectives. This

clarity ensures that the change initiative does not become overwhelming or diluted by trying

to address too many elements simultaneously. It allows for a more structured and manageable

approach, where resources such as time, budget, and personnel can be allocated efficiently to

areas with the highest return on investment or the most critical needs.

This approach helps maintain momentum, keeps the workforce aligned and motivated, and

ensures that the initiative stays on track toward achieving its intended outcomes.

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6. HIGHLIGHT THE DISADVANTAGES OF LEGACY PROCESSES

To shake the inertia, highlight the gaps in the current setup and the potential of the

implemented change. By clearly articulating the inefficiencies, limitations, and potential risks

associated with existing processes, leaders can build a compelling case for why change is

needed.

This approach shifts the focus from the comfort of the known to the drawbacks and

challenges that the status quo presents. It underscores the potential for improved

performance, increased efficiency, and competitive advantage that new processes or

technologies can offer.

7. INVOLVE YOUR EMPLOYEES

Employee involvement leads to a greater understanding and acceptance of the change,

giving them a sense of ownership and empowerment. When employees are actively engaged,

they can provide valuable insights and feedback based on their experience and expertise,

which can enhance the quality and applicability of the change. This approach also helps

identify potential challenges and resistance, allowing for more effective strategies to address

them early.

Furthermore, involving employees from the beginning in your change initiative fosters a

collaborative environment where the change is viewed as a collective effort rather than a top-

down imposition. This significantly increases commitment and reduces resistance, as

employees feel valued and acknowledged in shaping the change that affects their work and

environment.

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8. ENABLE EMPLOYEES WITH MOMENT-OF-NEED PERFORMANCE SUPPORT

Enabling employees with moment-of-need performance support involves providing

them with the necessary tools, resources, and assistance just when they need it. Constant

support encourages self-sufficiency, reduces learning curves, and enhances employees’

ability to adapt to new processes or technologies.

9. FOCUS ON TRAINING AND SUPPORT

Effective training equips employees with the necessary knowledge, skills, and

understanding to adapt to new processes, technologies, or strategies. It bridges the gap

between the existing and desired state, ensuring that all employees are adequately prepared

for the change. Comprehensive training programs not only address the technical aspects of

the change but also help in managing the psychological impact it may have on employees. By

investing in training, organizations can reduce resistance, increase confidence and

competence among their workforce, and foster a positive attitude towards the change.

10. MONITOR AND MEASURE SUCCESS

Monitoring and measuring success is a crucial step in enabling and sustaining change

initiatives within an organization. This process involves setting clear, measurable goals and

regularly tracking progress against these objectives. By monitoring key performance

indicators (KPIs), leadership can gauge the effectiveness of the change, identify areas where

the initiative is performing well, and recognize aspects that may need adjustment. This

ongoing evaluation helps ensure that the change initiative stays aligned with the

organization’s strategic objectives and delivers the intended benefits.

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 REFERENCES

Ama Staff, (2017), How to Successfully Manage Organizational Change,

https://www.amanet.org/articles/successfully-manage-organizational-change/

Colin Baker & Rachel Dalrymple, (2022), Leadership,

https://leaders.com/articles/leadership/organizational-change/

Lee Nallalingham, (2023), The Key Challenges of Implementing Change in Organizations,

https://www.linkedin.com/pulse/key-challenges-of-implementing-change-

organizations-lee-nallalingham`

Priyanka Malik, (2021), 7 Barriers to Organizational Change (And How to Overcome Them),

https://whatfix.com/blog/barriers-to-organizational-change/

Tim Stobierski, (2020), Organizational Change Management: What It Is & Why It’s

Important, https://online.hbs.edu/blog/post/organizational-change-management

Tristan Ovington, (2023), The Challenges of Change Management (+ How To Defeat Them),

https://change.walkme.com/ organizational-change-management/

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