Understanding Change and its Drivers - Essay Example

?MANAGING CHANGE School Introduction Change con s varied meaning to different context. It could be an alteration, a radical revolution, an amendment, a development, paradigm shift, transfer of authorities, a competition, a question to social order, or a process in a simple quest for truth. This can be applied organizationally, institutionally, by a nation or to a person. But how do we manage changes in our organization, in a nation or in our very lives? This essay will explore about managing change, explicate its internal and external drivers or what motivated people to change. It will also discuss about change strategies, approaches toward change, choices and constraints, perspectives as well as the strategic planning tools used to suit organizational needs in its desire for change. As such it will appreciate complexities, challenges and processes inherent in planning or managing change. The researcher will make use of theoretical frameworks of change, managing change, and other related concepts by relying on information sourced from books, magazines, journals and online database. Researcher will also apply these theories in understanding how Water Corporation, a service company based in Perth, Australia managed in introducing changes to the community after it confronted problem in water supply generation and distribution at a time when Australia confronted drought season. An interview will also be conducted to a representative of the company as part validating the mechanism they have employed in resolving the water crisis. Understanding Change and its Drivers Managing change is a developing social phenomenon amongst society, community and organization besieged with rapid and constant changes and developments. Groups often feel the need to change structures, processes, or cultures to raze after leverage and advantage. Graetz, Lawrence and Smith (2006) pointed that this is enormously challenging more so in the selection of appropriate mechanism for change; in conveying about its needs; in implementing changes and the consequential problems or issues associated to these changes. Managing change requires strategic leadership who can logically present development and anticipate responses to potential barriers in implementation as essentials of the nature of change. Members also need to develop sense of adaptability and resiliency for them to maintain their level of efficiency, productivity, reliability, profitability and effectiveness in service. So, how does expert on managing change perceived underlying drivers of change? Source: Hutton, 2000. A social psychologist once argued that change can take place in three stages: unfreeze, change and freeze (Lewin 1947). Unfreezing is about preliminary preparation to effect change. This include considering the positive and negative impacts brought by changes. The social theorist posits that change can be analyzed and be facilitated using field force analysis (Lewin 1947). The latter refers to the pull and push of the driving and restraining forces for change over a situation considered at a state of stationery social equilibrium. The second stage (Lewin,1947) is the actual change or transition. This is an innate experiential movement toward effecting change. This stage is followed with freezing (also called unfreezing), the establishment of certain level of certainty and comfortability after desired change is effected. Lewis (1947) said that informed decisions are vital for change to be socially acceptable. Graetz et. al (2006) explained that Lewin theory is based on field theory which posits that an organization is often exposed to two forces: stability or increasing the potency of change. Graetz et.al (2006) argued that to achieve change, the organization must reduce the forces for stability and increase those who’d advocate for change. This is what Graetz et.al (2006) called unfreezing. This principle thought that the equilibrium needs to be destabilized to discard old behavior and unlearn. Such is applicable for organizations to effect profound psychological acceptance to move for developmental and constructive change. Mason and Simmering (2011) assailed that there are three types of changes. These are cost changes, process changes, and cultural changes. Cost change happens whenever this is budgetary cuts aimed at improving performance and such may result to reduction of workforces, streamlining bureaucracy and refining activities to fit for cost change (Mason and Simmering, 2011). Process change on the other hand, means improving the procedural efficacy of an organization or corporation such as employing new information technology for effective production or in handling communications (Mason and Simmering, 2011). Cultural change, the hardest change to effect, means introduction of new organizational values, systems, or beliefs to make the members of the organization participatory and engaging. This is also essential in improving relations between manager and employee (Mason and Simmering, 2011). Lipit, Watcon and Westley (1958) further expounded the stages of change. These stages covered (a) diagnosing or evaluating the problem; (b) evaluating the motivation and capacity of effecting changes; (c) determination of the resources and capacity such as one’s commitment and authority to effect needed change; (d) relying on progressive agents in strategizing and planning for change; (e) determining the roles and expectations of agents; (f) maintaining effected desired change through communication, group coordination and feed-backing and (g) gradually detaching and ending the relation when change have already reached the level of desired state. Prochaska and DiClemente (1992), on the other hand, theorized that change of behavior passed thru the stages of preliminary contemplation, actual contemplation, preparation, action, maintenance and state of relapse. Change here is effected cyclically or spiral way. Another theory of change is social cognitive theory—an experience that can be empirically dealt through dialogues, interaction and observation. This theory is also known as social learning, a theory which argued that change is effected due to environmental factors that influences the behavioral attributes of the self. Theorists are of the purview that change can be effected if agent has efficacy and faith on one’s capability for change, thus, in this case, the positive expectations prevail over negative expectations. Efficacy can be attained through education and skills development (Prochaska et. al, 1994). This cognitive development is also improved through attention, retention, motor reproduction and reinforcement processes. Another theory of change is the reasoned action and planned behavior (Hale, Householder, & Greene, 2003) which means that human actions are motivated by rational decisions which prod a person to perform such act. First, such decision is maybe influenced by social and environmental causes to positively achieve a desired change. These internal and external causes are probably the marketplace, regulations, technology, market situations, and economic developments. It will also include changes in organizational strategies, retrenchment or hiring, use of new facilities, attitudes and the other factors which can be associated to changes (Sheppard, Hartwick, & Warshaw, 1998: 325-343). Impacts of Changes The introduction of changes may bring about some repercussions, disagreements, resistance and conflict if not managed appropriately. Leaders should be apt at scanning environmental situation and discourses to completely understand the impact of given situation. They ought to be sensitive to peoples’ perceptions, expectations, and behaviors; appropriate knowledge utilization, of methodologies, technology, and the interrelationship or interrelatedness of departments, chain of command, and organizational structural design (Robbins, Bergman, Stagg, Coulter, 2006). At a given context, agreement and disagreement would be at the continuum for decision-making of all stakeholders. Managers therefore must have a good deal of understanding the causes why people are resistant to change. Resistance are often caused by (a) ambiguity on newly introduced change; (b) disagreement due to disruption of comfort zones; (c) fear of loss of power, authority, networks and convenience; and (d) lack of capacity for adaptability to change. Thus, sensing is a must for leaders to read peoples’ pulse and must have an alternate approach on how to manage them (Lippitt, Watson, and Westley, 1958) Leaders should be able to articulate well based on evidences, data, analysis and validated information to clarify matters and to choose options and contingencies for actions while broadening political support to increase the momentum on resolving an issue (Lippitt, et.al., 1958). In reducing potential resistance to change, managers should employ some approaches to articulate and communicate intentions and desired outcome to stakeholders (Kritsonis, 2005). He/she may elicit people’s participation to decision-making; facilitate and support consensual agreements; and utilize negotiation skills. In case these processes wouldn’t work, manipulation or co-optation and coercion can also be another strategy as last recourse option. In case behaviors or systems desired to be changed is culturally practiced and has been adopted by the community as a lifestyle, managers may meet difficulties in radically espousing for change (Quinn, 2008). Sociologists however believed that there are conditions that can help facilitate transformation. These are emergence of dramatic crisis (such as an uprising), weakening of an organizational structure, election of new leaders, and developing a new organization espousing for change. In this situation, managers ought to have a concrete cultural analysis to ascertain practices that need to be changed (Robbins, Bergman, Stagg, Coulter, 2006). It should be articulated and understood well by members what are the perceived outcome and result if change is not introduced. Another approach to introduce cultural change is to appoint transformational leaders who can work for reorganization and positively shift the socialization and improve value system within an organization (Robbins, 2006). An organization is capable of initiating changes if it bears the capacity to relate organizational history and future plans; it sustains interest on the learning processes; advocate positive improvements; appreciate diversity and teamwork; encourage nonconformists; encourage breakthroughs; utilize innovative technologies and build on trust for harmonious relations. This can be possibly done if leaders and members thrive on innovation and creativity. Robbins, et. al. (2006) explained that innovations are achieved if proper structural, human resource and cultural variables are holistically observed. This means that workers innovativeness will be stimulated if organizationally, members are supported, minimally pressured, enjoying spaces for open communication, relatively enjoying its resources and understand the flow of the structures (Robbins, et.al 2006). Innovation can also be encouraged if the organization has certain acceptance of uncertainty, tolerance to impractical acts, risk management, output-orientation, focus in an open system, and promote constructive feed-backing (Robbins, et.al. 2006). Moreover, workers are perceived inspired to work if they will undergo training and skill development; have high job security and are themselves nurtured to become creative people. The Case of Water Corporation in Perth Water Corporation in Perth, Australia exhibited its capacity in performing its role of providing water system in its community by utilizing all mechanical and procedural measures to ensure that people will be able to enjoy quality water system. Perth, the city of light, is a highly urbanized community with millions of residents. The increasing population also meant an increasing demand of water supply for health and sanitation, drinking water, and the like. But unlike other countries of the tropics where there is abundance of water, records of rainfall reduction during dry seasons also affected water inflow in it reservoirs including its groundwater level (Water Corporation, 2011). Scarcity of water supply was a serious problem and they feared that they might be losing water supply in the next decades. Confronting these odds, the Australian government in partnership with Water Corporation made a state policy which forbids the use of sprinklers throughout the city. This developed as the government established Kwinana Desalination Plant in 2006; figured of putting water pipes at Kimberly region; and another desalination plant at Binningup, but it’s met with opposition because it isn’t cost-efficient. It was only two years ago when Perth’s dam got water level at 50% of its overall capacity (WC, 2011). It is in this context that Water Corporation is challenged on introducing a program relating to a five decade quality water sustainability plan for Perth. This means that the company’s management will protect existing water sources, reduce water usage, and explore other potential water sources for development. Part of the innovations made was the recycling of water for irrigation systems, thus supported the maintenance of parks, golf courses, sports grounds, school grounds, cemeteries, public open space and tree plantations (WC, 2011). Treated waste water was also supplied to Albany Tree Farm to irrigate 450,000 Tasmanian blue gums. Recycled water was also utilized to supply water for drying lands (WC, 2011). They are also working to pumped out water at Perry Lakes open areas believing that the increase of water supply to Perry Lakes, will improve social and resource maximization (WC, 2011). This is based on some model that explicated possibility of creating a groundwater mound which may consequentially cause natural groundwater to 'bank up' and ergo, flow water to the lakes as well (WC, 2011). For Water Corporation, this is an innovative project that may illustrate positive ecological outcome. Perth is also utilizing dual reticulation, where residences are provided with both potable and non-potable water through separate pipes(WC, 2011). The non-potable water supply is probably recycled water which is useful only for toilet, garden and washing. Further innovation also includes groundwater replenishment where recycled water is stored for a period and will undergo quality treatment to become drinking water supply. This exploration however still necessitate the approval and social acceptance of the government of Australia and it communities to ascertain that quality potable water supply will not be compromised (WC, 2011). This proposed system remained under study with close supervision with Department of Health, Department of Water and Department of Environment and Conservation (WC, 2011). From the foregoing information, it can be inferred that water is indeed a basic necessity of human beings (WC, 2011). It is an essential need to keep health and sanitation. It is essentially needed for cooking, drinking water, washing, cleaning, gardening and even in farming (WC, 2011). The absence of it means death. It must be reckoned that civilizations thrive first in areas were abundant water, river, springs and lakes is abound (WC, 2011). Resolving the issue of scarcity of water in Perth and neighboring communities under Water Corporation’s (WC) service is indeed a daunting task that requires all stakeholders to respond with propriety, tact and reasonableness. It’s fortunate that WC was able to articulate this problem well which enabled government and consumers to reconsider what ought to be done, determine the alternate options, and work on what is feasible based on available resource. Water Corporation: Analyzing Approaches & Strategies in Managing Change Basing on the theory of Lipit, Watcon and Westley (1958), it can be inferred that Australian government and the WC passed through the seven stages of change. This is done when Australian government and WC (a) diagnosed the problem on water scarcity; (b) evaluated their intents, motivation and capacity to effect changes to regulate water use (c) determined its resources and capability i.e. commitment and authority to improve the water supply in Perth and neighboring communities; (d) relied on helpful agents in strategizing and planning to improve water supply; (e) determined their roles and expectations as agents of change which can be mirrored in their respective mandates; (f) maintained desired change through communication, group coordination and feed-backing; and, hopefully (g) gradually detaching and ending the relation whenever desired sustainable water supply is finally achieved. In response to the dire need to sustain the generation of water supply in Perth, Water Corporation (WC) adopted the following processes and strategies to manage the changes: a. Stakeholders Participation—WC coordinated with Perth government and agencies to discuss the issue, develop plan to address water crisis, identifying roles and build network and communication lines. It has also made use of social media, internet and their domestic media to explicate to water consumers the impending problem and to gather empathy for the drive of water conservation. b. Implementing Structural Change for Implementing Coordination—The process involved an intricate coordinative mechanism between the governments and key agencies. The agencies involved here are Department of Health, Department of Water and Department of Environment and Conservation. The government crafted policies relating to water conservation and allocation of resources to support for water generation and improving it supply. The Department of Health works to ensure that potential water sources that will be generated for distribution to residences, industries, commercial and irrigation areas passed the standard of potability or it’s health-guaranteed. The Department of Water, in close coordination with the Water Corporation, also ensured that the sustainability development plan by working to protect and manage existing water sources, reduce water usage, and explore other potential water sources for development through this expanded structural coordinative mechanism. The Department of Environment and Conservation will take part in improving the forest reserves of Perth, Australia as water generation is dependent on the natural reserves and forestry of the country. The Water Corporation will manage and lead as the technical arm of the program, following quality standards for water utilities/corporations. As partners in managing change, they maintain communication and are accountable to water consummers’ education about these development plans and to persuade them to be supportive of the cause by conserving the use of water. They are also responsible of segregating potable water from merely usable water that can be used for irrigation and tending facilities and parks. c. Implementing Change—this is the actual workplan of the coordinated institutions with support from water consumers. In this stage, all stakeholders are engaged in water conservation, improving water generation though researches and exploration of sites, construction of facilities such as the desalination plant to tap sea water to meet demands. d. Sustaining and Appreciating Developments & Change—As they progress, WC in partnership with government and its agencies maintain regular meeting, conduct monitoring of its progress, increase their level of communication and interactions; appreciates stakeholders participation and encourage them to do more to meet this long range plan; sustain the water consummer’s participation for water conservation, and craft more policies that are protective of environment to sustain water sources. The regular meeting of partner institutions is also an avenue for them for feedback mechanism and in facilitating more opportunities toward successful water crisis resolution and management. As observed, the strategies employed in the intervention also include building structural mechanism that coordinated varied institutions to craft participatory plans and to effect the necessary changes. The stakeholders proved that in effecting change, they are able to develop strategies, new structure, employ technologies and refine policies to mainstream all actions. In the process of managing change, they are able to influence authorities to the allocation of material, financial and human resources, as well as encouraged them to make use of proper education, effective communication, facilitation, policy advocacies, negotiation, research, coordination and monitoring to genuinely effect desired change. Such participatory plan provided them ample freedom to control results and outcomes by adapting the interrelationships of the open system and of the institutions involved (Graetz et al 2006, 25) thus officials and managers have an array of tools as instruments to distinct situations. Using the theory of Lewin (1947), it can be posited that the unfreezing stage of change, in this case, is WC and government’s preliminary steps undertaken to address the issues of scarcity of water supply. They made serious deliberations and policies on water system that affected a large number of populace especially when it imposed banning of sprinklers in all homes to reduce water consumption. The evidences of that validate the issue on water scarcity can be reasonably analyzed and understood using field force analysis. Banning of home-based water sprinklers and resort to use of recycled water might have met serious reactions too from the communities or from consumers, but a clear articulation of the issue could have caused wider social acceptance. Until the water supply in the communities will be sustainably enjoyed, only then that it could be inferred that WC and the government can reach the stage of freezing or achieve level of comfortability. What is essential here is that informed decisions are made in the process of introducing change. Moreover, if viewed from the lens of Prochaska and DiClemente (1992), it can be said that both the government and the WC passed through contemplation, actual contemplation, preparation, action and maintenance to meet the consumers’ needs of water supply. Further, using the social cognitive theory, it can be deduced that the government, WC and its consumers underwent series of dialogues, interaction, observation, meetings and policy discussions. These actions were influenced by environmental factors and motivated by their collective faith to resolve water crisis consensually and as a matter of state policy. Thus, their plans, strategies and actions are results of rational decisions. Conclusion In conclusion, water crisis in Perth was dealt with proper approaches and strategies by the government, WC and the consumers. Both authorities and WC are able to manage in effecting positive changes to the communities, although this is still a continuing effort toward a sustainable water supply in Perth and its neighboring communities. It is affirmed that all agents of change were able to articulate the problems for communities’ understanding and consensual support. It is also appreciable that authorities were able to bridge their offices together and work to assuage the conditions on water issues. Indeed, consumers could be helpful partners too in conserving water if their informed consents are respected. Changes are best effected whenever stakeholders are able to participate in implementing the whole process. Successful change can be administered by integrating leadership, strategic management and change management to gather the general commitment of all stakeholders. In this case, the coordination of government, agencies, Water Corporation and water consumers were essential and critical to the implementation of sustainable water system in Perth. The strategies employed by Water Corporation and partners further affirmed the increasing demand for organizational responsiveness (Graetz 2006, 26) in developing a hybrid form of organizational mechanism as alternate structures for an expanding operations. Graetz et al (2006, 26) perceived that organizations or companies prefer comprehensive configurations for democraticizing accountability, cooperation, strategy formulation, operational decision-making, empowerment and control (p.26).’ REFERENCES Graetz, F., Rimmer, M., Lawrence, A. and Smith A. 2006. Managing Organizational Change, 2nd Australasian edition. Milton, Qld: John Wiley and Sons. Hutton, David (2011). Managing Purposeful Change: Helping People Through Organizational Change. In: The Change Agents' Handbook: A Survival Guide for Quality Improvement Champions. ASQ Quality Press. Ontario, Canada. pp. 1-5. Kurt Lewin. 1939. "Theory and Experiment in Social Psychology: Concepts and Methods." The American Journal of Sociology: 1939. New York: 44 (6): 868-896. Lewin, Kurt. 1947. “Frontiers of Group Dynamics.” Human Relations, 1947: 1: 5-41 Lippitt, R., Watson, J. and Westley, B. 1958. The Dynamics of Planned Change. New York: Harcourt, Brace and World. Robbins, Stephen. 2003. Organizational Behavior. 10th ed. Upper Saddle River, NJ: Prentice Hall. Kritsonis, Alicia. 2005. "Comparison of Change Theories." International Journal of Scholarly Academic Intellectual Diversity. California: 8 (1) Quinn, James Brian. 2008. “Managing Strategic Change.” In: Managing Change. 2nd Ed. Eds. Christopher Mabey and Bill Mayon-White. London: The Open University, Paul Chapman Publishing: 65-85. Robbins, S., Bergman, R., Stagg, I., and Coulter, M. 2006. Management. 4rth Ed. Pearson Education Australia. Water Corporation. 2006. "Premier opens Australia's first major desalination plant." Water Corporation. http://www.watercorporation.com.au/m/media_detail.cfm?id=3301. Accessed: March 30, 2011. Water Corporation. 2007.” Water Technology-Perth Seawater Desalination Plant, Seawater Reverse Osmosis (SWRO)”, Water Corporation. http://www.water-technology.net/projects/perth/. Accessed March 30, 2011. Water Corporation. 2011.”What we do: Water Supply”, Water Corporation. http://www.watercorporation.com.au/W/water_index.cfm?uid=9818-2171-5332-3690 Accessed March 30, 2011. Water Corporation. 2011.”The Way we work.” Water Corporation. http://www.watercorporation.com.au/P/purpose_values.cfm?uid=6135-9990-9046-5900 Accessed March 30, 2011. Department of Water. 2006. Kimberley Water Source Project. Department of Water. 28 April 2006. Accessed March 30, 2011. Prochaska, J.O., DiClemente, C.C. and Norcross, J.C. 1992. "In search of how people change: Applications to addictive behaviors." American Psychologist, American Psychological Association: 47(9):1102-1114. Prochaska, J.O., Velicer, W.F., Rossi, J.S., Goldstein, M.G., Marcus, B.H., Rakowski, W., Fiore, C., Harlow, L.L., Redding, C. A., Rosenbloom, D., & Rossi, S.R. 1994. "Stages of change and decisional balance for twelve problem behaviors." Health Psychology. American Psychological Association.13(1):39-46. Hale, J.L., Householder, B.J., & Greene, K.L. 2003. "The theory of reasoned action." In: The persuasion handbook: Developments in Theory and Practice. J.P. Dillard & M. Pfau (eds.). Thousand Oaks, CA: Sage: 259-286. Sheppard, B.H., Hartwick, J., & Warshaw, P.R .1998. "The theory of reasoned action: A meta-analysis of past research with recommendations for modifications and future research." Journal of Consumer Research, University Chicago Press: 15: 325–343. APPENDIX: INTERVIEW 1. What is your name? Answer: My name is Catherine Ferrari. (Please check, if she’s still the head of the office) 2. Can you explain what your designation? Answer: I am in charge for the Communication Group of Water Corporation. I am responsible for media, marketing communications, community engagement, stakeholders engagement, education, and internal communication. 3. What is your perception of the water crisis that we have experienced? Answer: The water crisis started many years back when we experienced severe dry season which affected all our ground water and other sources of water that is supplied to residences, companies, hospitals, corporations, irrigations, and government utilities as well. The problem reached at a critical level that the government and agencies including our office need to convene and discuss necessary measures and policies to resolve serious concerns on scarcity of water supply. 4. How does the Water Corporation able to resolve the crisis? Answer: Foremost, let me explain that Water Corporation is the main supplier of water, wastewater and drainage services in Western Australia to thousands of residences, farms for irrigation. Our services covered beyond 2.5 million square kilometers and we have regional offices too including there in Perth. It is our corporate aim to provide sustainable management of water services so that communities and investors can live here with sound well-being. Part of the program that we are working on these days closely with government and its departments is the Water Supply Sustainability Program in the next five decades. Our offices are exploring potential sources of water supply including possibilities of recycling ground water as well as developed more measures to improve our delivery of quality water services. But as we perform our mandates, we are also ensuring protection of public health and safety; uphold conservation of water and restoring healthy ecosystems; develop climate resiliency; assist in rebuilding communities; and made some priorities to realize our programs toward an integrated delivery of services. 5. What processes have you adopted to effect all the necessary changes to meet consumers demand on water supply? Answer: The government, its departments and other stakeholders, including water consumers, have undergone some process of diagnosing the problem on water scarcity here. We made some evaluation and gauge ourselves on what we can do to effect necessary changes for water conservation and for development of more sources so that we can meet mounting needs of consumers. If it’s reckoned, the government has regulated and banned the use of sprinklers in homes and government utilities. All stakeholders were asked to share what commitment they could share to help resolve the problem. The outcome of those series of dialogues and conferences have resulted to what I have earlier mentioned, the development of Water Sustainability Program for 50 years. We hope we could all realize the plans by being innovative in all our explorations and by strategically planning all activities geared to that. We are determined to perform all our tasks and roles; just as we asked communities to save and conserve water too, so that we can meet all expectations in these developmental programs. We are open to all communications and constructive feedbacks because we also believe that our consumers are imbued with reasonable alternatives too which may help improve the condition of our water system. We will altogether relentlessly work until we will achieve sustainable water supply for this country. That is why we are also vigorously campaigning for environmental protection to improve our water sources to gather support from water consumers in the conservation of water. Read More