Until the 1980's change within companies was usually dictated from the top. The CEO made the decisions and the middle and bottom levels implementation. The underlying values for control consistency and predictability. The result employers often did not know why something was being changed and also did not understand what was expected of them in the future.
With the growing importance of psychology in business studies there was a new approach to change and learn. Employees were no longer expected submissively obey (of course), but to think for themselves (Why we doing that?) The point was: change has to be understood if it is to be carried out effectively. Change management has developed into a discipline in its own right. Today there are hundreds of models that deal with the subject, including pioneering ones like John Kotters eight stage model. But what most of them don't take account of is that change is rarely a painless process. Because change presupposes movement which leads to friction. Friction causes pain. Every change- whether in a private or wider context- requires sacrifice and effort.
In reality, when the management of a company decides to make a change, it is usually other areas that bear the brunt of the pain. So we have to ask ourselves: of we want change, are we prepared to bear the pain that comes with it ourselves?
"Never too old, never too bad, never too late, never too sick to start from scratch once again".
Bikram Choudhury
No comments:
Post a Comment