The Strengths and Limitations of a Rational-Technical Approach towards Managing Change - Essay Example

The strengths and limitations of a rational-technical approach towards managing change Introduction In anorganisation, changes are necessary to improve efficiency, however; challenges often emerge when implementing changes. As result, managing the change process in an organisation requires the change agent to have a clear understanding of various issues in an organisational setup. Such issues include considering the needs of employees since these changes also affect their performance at work. Prior to implementing changes in an organisation, it is important for the management to employ an inclusive approach. The revolt that is often experienced in some organisations can be associated with a change process that is not inclusive. Since other workers are part of the organisation, their views are also important in the change process (Marglin, 1974). However, the management may decide to use an approach that does not involve other workers in the decision-making process. Consequently, other workers may feel short-changed, and this affects negatively on employee involvement. In essence, the approach that the change agent uses in implementing new ideas in an organisation also has an impact on the overall performance. Most organisations tend to fail in terms of implementing new changes due to applying an unpopular approach. On the other hand, an ideal approach for implementing changes in an organisation should consider all issues that are pertinent to an organisation (Marglin, 1974). In this regard, a rational or technical approach is ideal for situations where the decision-making process involves consideration of different alternatives. A rational approach entails a systematic process where the management in addition to relying on their skills and experience, considers various issues prior to implementing organisational change (Marglin, 1974). This paper explores the strengths and limitations of a rational-technical approach towards managing change. Rational-technical approach In a rational-technical approach to managing change in an organisation, the change agent considers a number of factors that can influence the change process (Knights & McCabe, 2003). Such factors include skills and experience of the manager or leader, the demands by followers and the prevailing situation in an organisation. With regard to skills and experience of a manager or a leader, a rational-technical approach requires the change agent to have knowledge of how an organisation operates. For instance, the manager needs to understand the environment that the organisation operates, vision and goals of the organisation, systems in the organisation, the change plan and leadership and management capabilities. On the other hand, a rational-technical approach when considering the followers (workers) needs to look at issues such as positions, competence, work relationships and technical or functional capabilities. With regard to consideration of the situation in a rational-technical approach, issues involved include the organisational culture, societal shifts, market conditions, organisational structure, competitive threats and legal or political challenges. Accordingly, an understanding of this interactional framework prior to implementing a change in an organisation is instrumental in achieving success in the change management process (Drucker, 1985). While, in most cases, the change process is associated with the management of an organisation, a rational-technical approach introduces a process that considers all the factors in an organisational setup. In a rational approach, change management is not viewed as a preserve of the management, but a process that also involves everyone in the organisation. In addition, the decision to implement changes using this approach is not random, but involves a systematic process that permits structured and informed decisions. In this sense, the action taken in implementing a change process is one that weighs the different concerns of everyone in the organisation. Other than the interplay between environmental scan, followers and situation in an organisation, rational-technical approach is based on facts. For instance, the decision-making process is based on scientifically proven data to implement informed choices (Knights & McCabe, 2002). The strengths of rational-technical approach in managing change An emphasis on a rational-technical approach towards managing change ensures that the change agent seek precise solutions for the identified problems by relying on precise methods. The management is not involved in an arbitrary implementation of new plans in the organisation without a consultative process. Through a rational –technical approach, the change agent undertakes a consultative process in identifying actual problems, and necessary information is derived through techniques such as observation, modelling and statistical analysis (Tidd, Bessant, & Pavitt, 2001). Change processes in an organisation often take place to enable improvement of performance at the workplace. The business environment is not static, and organisations need to implement new plans to ensure they remain relevant in a competitive business environment. Through the techniques mentioned above, the management can collect the necessary information required to implement a change in an organisation. However, as a result of taking a rational-technical approach, the change agent can engage other workers in a consultative process to decide on the best alternative to implementing change in an organisation (Tidd, Bessant, & Pavitt, 2001). For example, observation allows the management to identify the problems or areas within the organisation that needs change or improvement. Modelling, on the other hand, involves considering the possibility of applying strategies that have worked for organisations in the same business environment. With respect to statistical analysis, the management through a consultative process can brainstorm on the performance of an organisation over the years and identify gaps or areas that need improvement. In a rational-technical approach, the analysis of an organisation’s performance involves accommodating different views on how to implement changes in areas with defect. In turn, the decision that is derived reflects the views of the majority in the organisation (Ulrich, 1998). As a result of technical approach focusing on scientifically obtained information or data, there tends to be a reduction of errors with regard to strategies implemented for the change management process (Delbridge, Turnbull, & Wilkinson, 1992). In addition, a rational-technical approach to managing change in an organisation helps the change agent to eliminate subjectivity, guesswork, assumptions and distortions. In order for a new strategy to achieve its objective, the change agent needs to be transparent with the new plans they intend to implement. This is because arbitrary decisions can lead to poor judgement regarding a situation. As such, a rational-technical approach in change management is more objective in terms of ensuring that decisions implemented in an organisation take an inclusive process. In essence, a rational-technical approach tends to be knowledge based and promotes consistencies (Delbridge, Turnbull, & Wilkinson, 1992). There are a number of cases where the management tends to make rushed decisions due to pressure from an organisation’s stakeholders. However, where the management applies a rational approach, they can generate high-quality decisions, and risks of uncertainties associated with the decision-making process are minimised. Change management in an organisation is a challenge for the change agent because of different conflicting positions taken by workers. For instance, a situation may emerge where there is a group of workers who are adamant in maintaining the status quo. Where there is rebellion against change process, a rational approach plays a role in convincing workers of the need for change. For instance, change agent can use a rational approach to convince workers about the significance of implementing a new strategy in the organisation. When the workers understand the rationality behind the new change, they tend to support such a process. A rational approach ensures that the management can use the information or facts they have obtained to convince other workers to accept changes in an organisation (Ramsey, 1977). A rational-technical approach to change management also infuses discipline, consistency and logic with regard to the decision-making processes in an organisation. While in certain cases, managers are used to quick solutions that are not sustainable in the long term. However, through a rational approach, solution to a problem takes a systematic process where problems are identified, defined, different decision criteria are weighed, and various alternatives to solve the problem are listed out. A rational approach also allows the change agent to forecast for the present and future consequences of a change management process. To this end, a rational-technical approach is necessary for optimal decisions in an organisation’s management of the change process (Parker & Slaughter, 1993). In the contemporary business environment, changes occur on a frequent basis and require organisations to remain alert about the latest development. Consequently, the management needs to rely on a rational and technical approach in terms of identifying a strategy to ensure performance is consistent and competitive in a rapidly changing business environment. During the implementation of change in an organisation, new strategies are used that are in tandem with the current changes in the business environment. As such, a rational approach allows the change agent to obtain information or data before implementing a new strategy. Obtaining facts prior to implementing a new plan helps the change agent to understand how the strategy works and whether it can improve performance of an organisation (Huczynski ,1993). On the technical side, adaptation of new technology to improve performance of an organisation requires time for the change agent to understand the dynamics in using technology at the workplace. Through a rational approach, the organisation can explore whether they have the right labor to handle a new technology and whether further training is needed before the introduction of a new technology into an organisation. A rational approach allows the management to consider both internal and external factors of using new technology to improve efficiency. In essence, this approach provides the management with an avenue of carrying out a cost-benefit analysis of acquiring new technology (Hammer & Stanton, 1995). While technology in the current business environment is seen to improve efficiency and output, other issues still exist regarding challenges of using technology in an organisation. For instance, a change process that involves the introduction of technology into an organisation may render some workers jobless. As such, taking a rational approach to change management allows the change agent to understand the advantages and disadvantages of a new plan to improve efficiency in an organisation (Beer & Eisenstat, 1990). On the other hand, innovation in a rapidly changing business environment is necessary if an organisation wants to maintain its competitiveness. Through a technical approach, the management other than coming up with their ideas on how to improve their R&D capabilities, they can also seek the opinion of other workers with special skills. Such an initiative allows the change agent to implement a strategy that will enhance creativity in an organisation and in turn, establish a differentiation strategy in the market. A rational approach in this sense allows other workers to engage the management on how new products or services can be generated. As a result, the management is in a better position to understand the needs of workers geared towards improving an organisation’s performance in a competitive business environment (Drucker, 1985). The rational-technical approach is also ideal for addressing complex issues affecting an organisation. The approaches play a role in breaking down complex issues into simple steps that are manageable. For instance, an organisation can experience a high employee turnover or reduced productivity. The problem of employees leaving an organisation for other jobs in the same business environment is a complex issue for the management. Immediate action in such a scenario is not possible because the main cause of the high turnover needs to be identified. The management needs to consult other workers to understand their concerns. This process will involve engaging teams or groups, individuals and supervisors within the organisation’s setup to try to get to the root of the problem. Without understanding the problem, employing other workers to replace those leaving will not solve the problem. The problem will continue to persist if the cause is not identified and right solutions implemented (Knights & McCabe, 2002). In most organisations, success in implementing a change process depends on how an organisation understands the needs and aspirations of workers. Ignoring workers tend to impact negatively on performance and creates tension between the management and workers. Further, a lack of understanding the needs of workers by the management demoralises workers and is a major contributory factor to high employee turnover in an organisation. Issues such as improvement of salary and other benefits are important in any workplace environment. Such issues require the management attention to ensure that any change process is not hindered. However, generating the right solutions to ensure the workplace environment is not affected negatively requires a rational approach to ensure the interests of the management and that of employees is secured. While demands for a better remuneration and other incentives are justifiable, a rational approach allows employers also to understand the managements perspective. This in turn helps to avoid the emergence of complex issues such as poor performance, strikes or employees leaving an organisation (Kotter, 1995). The limitations of a rational-technical approach towards managing change In a rational-technical approach to managing change, the process requires a careful review of the available information necessary to implement change. As such, the rational approach, for instance, is time-consuming and suitable for making rapid changes in an organisation. In a rapidly changing business environment, it is necessary for organisations to seize opportunities fast as a way of remaining relevant in a competitive business environment. In addition, the delays in terms of implementing decisions or new plans tend to dilute the benefits of such initiatives (Gill & Whittle, 1992). In some instances, the benefits of a plan accrue when implemented immediately. In this sense, a rational approach towards change management is only ideal for long-term plans and not plans required to effect immediate change (Gill & Whittle, 1992). A rational approach also emphasise a consultative process and there is a lot of caution taken prior to implementing a plan. However, some organisations have succeeded because of the freedom that managers have to rely on their instincts in terms of implementing changes in an organisation. For example, a rational approach denies a manager the chance to implement a plan independently in an organisation without consulting other stakeholders (Barley & Kunda, 1992). In organisations, managers need the freedom to seize opportunities that can help improve performance and profitability. They need to be the originators of ideas to help other workers improve performance at the workplace (Watson, 1994b). In most cases, the ideas generated by managers find wide acceptance among workers because they view the managers as their leaders and role model at workplace. However, limiting managers to a consultative process or using the available data to implement changes impede the exploration of individual skills and experience at workplace (Watson, 1994a). Conversely, despite rational-technical approach being structured and informed, the change agent are still seen as insensitive and authoritative. This is because any decision taken to implement a new change is directed towards profit maximisation. As such, most rational decisions made in an organisation do not consider interpersonal relationships or workers emotions (Marchington, 1993). The emphasis on factual data in implementing changes tends to ignore the significant of sensitive human relationships. For instance, a decision can be made to increase the working hours thus ignoring the needs of workers with parental responsibilities. A rational-technical approach can also arrive at a decision such as downsizing the workforce, not considering how they will survive particularly in harsh economic times. The rationale in most cases is influenced by the need to improve an organisation’s performance or profits. Because most rational decisions in organisations are influenced by the need to maximise profits, human values are ignored. Consequently, organisations tend to suffer from an erosion of intellectual capital and failure in terms of implementing new changes (Marchington, 1993). A rational approach to managing change also is largely based on strategies that have worked before. As a result, the flexibility of an organisation experimenting with new strategies is impeded. Taking a rational approach in most organisations tends to create rigidity in terms of only relying on facts to implement changes. A rational approach, for instance, may prevent the need to create space for innovations that are not conclusively proven to work. Risk taking is an important aspect of ensuring that an organisation takes advantages of different ideas generated by skilled and experienced workers. It is through experimentation that unique products or services emerge and not through reliance on the information that already exist in the business circles (Barley & Kunda, 1992). In essence, the benefits of a rational approach are only evident in the end; therefore, most changes from a rational approach consider both the present and the future. The limitation in this sense is that, workers in an organisation expect tangible returns from a new change. The benefits in some cases may take longer to be noticeable in an organisation. This can result in a backlash where negative perception regarding a new change develops at workplace (Abrahamson, 1997). Conclusion A rational-technical approach towards managing change is useful where the new plan targets a long-term solution. As such, a rational-technical approach requires an extensive evaluation of various factors existing in the business environment. This allows the change agent to obtain the necessary information needed to implement a long lasting solution to the identified problems in an organisation. However, these approaches have limitations particularly when quick solutions are needed. 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