This paper examines the conditions that support long-term organizational commitment to change and identifies obstacles that can derail change initiatives. It argues that three factors — necessity, communication, and leadership — are essential for sustaining change across an organization. Using examples such as GM union negotiations, the paper illustrates how employees are more willing to accept difficult transitions when they understand the rationale, feel heard, and are guided by strong leadership. Conversely, it identifies the perception of unnecessary change, autocratic communication, and weak leadership as the primary obstacles to successful implementation.
Three factors that will lead to the success of long-term organizational commitment to change throughout the change process are: necessity, communication, and leadership. Each of these elements plays a distinct role in determining whether employees at all levels of an organization will sustain their support through the challenges that inevitably accompany major transitions.
Simply put, a change that is perceived as necessary for the entire organization is more likely to be weathered by all employees than a change that is not perceived as necessary. When a successful organization with happy lower-level employees is undergoing a difficult merger that results in a shift in organizational culture, there may be a great deal of resistance. Employees may feel as if their lifestyles are being interfered with for little net gain and much personal loss.
On the other hand, employees may give up a great deal when they realize that they must do so for the future success of the organization. For example, union negotiators for GM recently made great sacrifices in employee pensions and benefits, recognizing that no one would win if the company folded. This illustrates how a clear and compelling rationale can shift employee willingness to accept difficult changes.
Communication is also a key part of effective change. Employees are more likely to be committed to change if they feel they have had personal input into how the changes will grow and evolve over time. They are more likely to weather difficulties if they feel that the organization respects and takes an interest in their welfare, and that they bear some responsibility for how the changes ensue.
"Leadership's role in enabling necessity and communication"
"Three barriers that cause change initiatives to fail"
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