Effects of Change
Overview
The effects of change can be positive as well as not so positive. But sometimes, people need help to see the positive side. This can be particularly true if they have had a lot of change and would just like to have a bit of a stability.
Unfortunately, people often have no choice but to make the best of change, as it happens whether they like it or not. If people are supported while they make the transition, however, they may find change brings benefits.
Let's discover more about the effects of change
Reactions to change
On an individual level, some people may react to change with shock, anger, rationalisation, and withdrawal. But others may welcome change. They may see benefits. Some people may have waited a long time to see needed changes introduced.
Some people enjoy the heady excitement of change. They search for more and more change. The routine of a 9 to 5 job is not for them, and instead they look for opportunities to innovate and for look for different and better ways of doing things.
How we perceive change depends on the perspective we take. Are we one of those being changed? Are we the manager who is trying to change something? Are we simply an observer in the department next door, watching the others change?
Our position and time horizon will affect how we see what is going on. For some people, what is going on is massive change. For others, it may be a minor matter. Thus, change may range from routine and incremental to transformational, all depending on the viewpoint.
Change may involve penalties, and be resisted, or it may deliver rewards, and be welcomed.
Effects of change will vary
Technological change seems to have had a greater impact on the lower and middle levels of organisations than on higher levels. In some organisations, new technology has caused entire levels of middle management to disappear. Similarly, the skill and work demands on lower skill level people are quite different from what they were only a few years ago. In contrast, apart from having access to new tools like laptops, the work of top managers is pretty much unchanged.
Change may mean that 'hands-on' managers find they have to change the focus of their attention. They no longer need to focus on things like punctuality and tidiness. Instead, they must pay attention to things that really matter, such as quality and customer service.
Work groups may find they are no longer a collection of individuals who work independently. They may find they are members of a true team. Colleagues may be 'customers' further along in a process that provides a framework for most of what they do. Also, performance management programmes may emphasise team performance rather than individual performance.
Structural change may mean that jobs are reallocated, redesigned, or grouped into new functions. There may be new ways of operating. Firms may decide to operate in smaller, more autonomous divisions. There may be privatisation or a management buy-out.
