The Rule of Change in Project Management: Drivers and Resistance in Saudi Arabia - Research Paper Example

The Rule of Change in Project Management: Drivers and Resistance in Saudi Arabia By: Executive Summary Resistance to change is inevitable. Human beings tend to resist change. Even when these changes represent growth, people will still show resistance to it. Changes in an organization affect the individuals within that group, and the same persons have the power to grow or thwart the implementation of change. This paper will conduct a detailed analysis of the drivers of change, and discuss the resistance that accompanies these drivers. The focus of the research will be Saudi Arabia organisations. The paper will start by introducing the topic, and then it will explore other findings and research studies, and then define the methodology used. The questionnaire and the consent form are found in the appendix. Contents Executive Summary 2 1.INTRODUCTION 4 1.1 Purpose of the study 4 1.2 Context of the Study 5 1.3 Problem Statement 8 Main Problem 8 Sub-problems 8 1.4 Significance of the study 8 1.5 Delimitations of the Study 9 2.LITERATURE REVIEW 10 2.1Introduction: A definition of drivers of change and resistance to change 10 What is change? 10 Drivers of Change 11 2.2 Drivers of Change 12 2.3Resistance to Change 16 3.METHODOLOGY 20 3.1Research paradigm 20 3.2Research design 21 3.3 Population and sample 22 Population 22 Sample 22 3.4 Research Instrument 23 3.5 Data analysis and interpretation 23 3.6 Validity and Reliability 24 External validity 24 Internal Validity 24 Reliability 24 3.7 Research Ethics 24 3.8 Time Scale 25 References 26 Consent Form 28 Questionnaire 30 1. INTRODUCTION 1.1 Purpose of the study The purpose of the study is to develop an understanding from project management of the resistant to change in organisations. Drivers of change are responsible for bringing in new ideas to the table in organisations. However, these ideas are met with resistance from some or all employees within the firm. The aim of the study is to establish whether internal or external drivers could force changes to take place smoothly in the organization. The research study will focus on the drivers and resistance of changes in Saudi Arabia. 1.2 Context of the Study A study by Anstey (2006) noted that, nowadays businesses face the challenge of increased level of change and the degree of complexity. Leaders find a challenge in motivating people to change direction, building new strategies, transforming business models, and adopting new ways of collaboration. Figure one: Time taken to accept change It takes time to accept changes in an organization as indicated on the above graph. At first, when the drivers of change bring in new ideas, it is met by denial from the majority of the staff. Then, the staff falls into anger, others become confused, then depression, and then a crisis. The drivers have to work an extra mile to enable the staff accept changes. A study by Burnes (2014) noted that, change is not the problem; resistance to change is the problem. Change is inevitable in business. The changes can be an opportunity, a threat, or a problem. It all depends on the viewpoint. Many people have accepted changes in their lives; therefore, it is a normal thing. Acceptance and resistance to change are equally reasonable and fit into the process that psychologists describe as life changes or crises (Burnes, 2014). Trained leaders do not take resistance to change as a problem. They are aware that resistance is always the key thing to worry about is how to manage it. Given that change is inevitable to businesses, leaders have to apply the best management skills in managing the changes to avoid disruption to the company. If leaders cannot think straight, there will be more resistance experienced in the organization (Green, 2014). A qualitative study by Joseph (2014) noted that the people who drive change often bring in resistance when they do not communicate. The author notes that, by giving people insights on why there are changes, there will be minimum resistance. Additionally, the study gave four reasons why resistance to change is not my problem(Joseph, 2014). Engagement needs to be ongoing and proactive to change. Engagement begins with an easy and quick communication launch. Clarifying issues will divert initiatives or constructs that challenge certain growth opportunity or performance. The questions focused on these efforts will reduce ambiguity, therefore, less subjectivity in response. Success is derived from the ability to ask the needed questions. Moreover, acknowledging the questions asked by employees allows for recognition of participation, thus driving better change. Employees will realize their voice matters so that they will feel more part of the change. Success is after a clear disengagement from ownership and contribution. The commitment and accountability of both the employee to contribute to change and the managers to re-engage or look for solutions, changes culture from a fault culture to a more innovative one. 1.3 Problem Statement Main Problem The main problem of the research will be to evaluate the drivers and resistance to change in organisations in Saudi Arabia. This will be an analysis of the role of drivers, both internal and external, in bringing favorable changes to the organisations. Sub-problems The first sub-problem is to explore the reasons for change in organizations. The paper will investigate and highlight various reasons for leaders to implement changes in their companies. The second sub-problem is to discuss the resistance to change in organizations. The paper will discuss the stages of the change curve and look into which part of the curve do resistance occurs. 1.4 Significance of the study This study will be significant as it will enhance the existing knowledge and the theoretical understanding of project management as a tool in business operations. It will explain the reasons for leaders to advocate change in organisations, and the type of resistance they will encounter in the process. This research will also provide guidance to leaders interested in implementing changes in their institutions. It will enable various business leaders understand that, as societies continue to evolve and changing demand, there is a need for new products and services. Therefore, companies are forced to make changes to stay competitive. The paper will be useful to the companies because it will offer guidance on how to survive in competitive markets. It will equip project managers with adequate knowledge on how to run successful businesses. After this research, one will know that the businesses that continue to survive and even thrive are those that most readily adapt to change. That said, project managers will be aware of various adaptive strategies that will enable their businesses survive. The study will be useful to managers who wish to re-evaluate their methods of operations. They will be aware of factors such as competition, technology, desire for growth, need to improve processes, and government regulations are necessary for re-evaluating their methods of operation. 1.5 Delimitations of the Study The research is only focused on businesses in Saudi Arabia. Therefore, this study cannot be used to make general inferences on the drivers and resistance to change in other countries. 2. LITERATURE REVIEW 2.1 Introduction: A definition of drivers of change and resistance to change What is change? A study by Joseph (2014) explains the need for defining terms before discussing the topic. In this case, Tobin (1999) defined change as something moving from one situation to another. There are many contradictory meanings to the word ‘change’ as noted by Jana (2014). When it comes to business, ‘change’ may refer to external changes in terms of technology, customers, market structure, and social and political environment. It may also refer to the internal changes in terms of the operations of the company. Before implementing a change in an organization, there is need for understand the reasons for it. Before applying the change in their organisations, leaders have to ask themselves whether this change is necessary (Brown, 2012). Drivers of Change A study by Harvey (2010) defined drivers of change as aspects of a business that effects a change in other areas of the company. The study noted drivers of change as most commonly factors that contribute to the growth of a particular business. There are two types of drivers of change: internal and external drivers of external change. Internal drivers of change are events that occur in the business. In many cases, internal drivers often occur under the control of the company. A study by Tobin (1999) noted the main internal drivers of change in an organization a. Technological capacity This entails the new discoveries in an organization. Any business leader has to keep up to date with the latest technological trends. Technology often shapes the business operations. b. Organisational culture This is the general behaviour and attitude of individuals within an organization. Experts refer to individuals with powerful success spirit and those who embrace change, as forward looking. Such types of individuals are always risk takers, and they can accommodate changes. c. Financial management Finance is critical in any business. Financial management in an organization is necessary because it ensures fair distribution of resources within a firm. d. Employee Morale Morale ensures the level of employee confidence and strength is always high. The external driving forces include: a) Economy There is a direct relationship between a business and the economic environment. The performance of any business is dependent on the economic environment. b) Political influence Politics has a direct impact on business. For instance, a political policy such as tax policy can affect a business either positively or negatively. c) Competitors Competition is always a challenge to businesses. Business leaders have to be innovative in order to gain the competitive advantage. Other external factors include technology and customer satisfaction. 2.2 Drivers of Change A study by Litwin (1992) provided the Burke-Litwin, an understanding of the drivers for change. This model states that, there are many reasons that change occurs in organisations. The model indicates various drivers of change and ranks them in terms of importance (Litwin, 1992). Figure two: The Burke-Litwin model, adapted from (Litwin, 1992) The model is expressed diagrammatically. The most important factors are at the top. The model states that all of the factors are integrated (from greater to lesser degrees). In this case, a change in one will eventually affect all other factors (Litwin, 1992). The model states that environmental factors are the most important driver for change. Indeed, most change can be traced back to external drivers for change (Litwin, 1992). The model believes that important elements that bring success to a company, such as mission and strategy, culture, leadership, and financial management are affected by external changes. It is the job of the leadership to understand the external changes and identify the implications for their team (Litwin, 1992). Studies have derived various ways of dealing and identifying drivers for change. External Environment These are factors such as markets, legislation, competition, and the economy. These factors have consequences for organisations (Brown, 2012). Because the change is inevitable, the top leaders of firms have to scan the environment continually for issues that will affect their team. For instance, in Saudi Arabia’s public sector, legislative changes across the health, local government, and other services have a direct effect on the work organisations (Partridge, 2007; Woodcock, 2010). Mission and strategy A company’s mission explains its reason for existing. The strategy sets out how organisations will go about achieving its mission (Thornell, 2012). In many cases, strategies are developed based on environmental changes. Leaders have to understand change in strategy and be able to communicate the implications to their staff (Teutonico, 2003). Leadership This is the attitudes and behaviours of senior colleagues within an organization (Rick, 2015). Additionally, it considers how these attitudes and behaviours are perceived by the organization as a whole. The leadership influences the way an organization implement and accepts changes in an organization. It is important for the employees to believe that senior colleagues are committed to change to implement changes successfully (Pluta, 2011). Organisation Culture Organisational culture by Layman’s language is the ‘way we do things around here(Joseph, 2014). It entails the beliefs, behaviours, values, and conventions that prevail in an organization. It is not easy to change a culture. It takes a lot of time, and leaders have to keep in mind the desired state for the organization, in terms of how they expect people to behave and not behave, and that their organizations values are as important. Leaders need to ensure that their behaviour fits with these expectations all the time (Mabey, 2010). Structure In many cases, changes in strategy lead to changes in organizational structure (Joseph, 2014). The change in the way organization is structured impact on relationships, responsibilities, and ways of working. Leaders have to assess the effects of the structural change and ensure their teams understand why it is required (Joseph, 2014). Work Unit Climate This is the employees’ perception of their immediate colleagues and working environment (Luecke, 2003). Normally, the immediate working environment shapes the people’s views of the organization as a whole. It influences the extent to which people feel satisfied with their jobs. Any change in the working environment is very sensitive and has to be managed carefully. In many cases, changes in this sector invoke emotional and political responses from the staff. This happens when the changes involve a change in personnel, terms of conditions and service, and such (Luecke, 2003). Task Requirements and Individual Skills and Abilities When there are changes at the top level of an organization, there is a need for changes in work carried out and the skills available to the employees. Managers have to assess whether they have all the skills; and if they can be developed or if they need to bring in from outside the firm (Hankivsky, 2014). Individual Needs and Values Change in team dynamic occurs when there are changes to group membership. In an imaginary world, leaders can recruit very qualified individuals in terms of skills and abilities. However, in reality it is not possible. These leaders have to identify any risks in recruitment and mitigate them very fast (Joseph, 2014). Employee Motivation This considers the importance of individual and organizational goals. Motivation is necessary when effecting changes in an organization. Leaders have to find ways of properly motivating their team (Litwin, 1992). 2.3 Resistance to Change Studies indicate that resistance to change occurs when the change is not interpreted well or understood(Hankivsky, 2014; Joseph, 2014). Resistance is often expected, and it represents different interests within the organization as noted by Joseph (2014). Resistance is real and a common issue that is faced by project and change managers during the process of change. Adoption of change does not occur naturally. It results from hard work, trial, and error. A study by Lawrence (2014) noted that, a broad spectrum of skills is needed to lead efficient management of innovation and change. The adoption of change involves altering human behaviour. Therefore, natural resistance to change is always expected. A study by Woodcock (2010) listed six reasons why people resist change. When the reason for change is unclear. When the employees have not been consulted about the change, and it offered to them as an accomplished fact. Informed employees have higher levels of job satisfaction than uninformed workers. When the change threatens to modify established patterns of working relationships between people. When the communication about change has not been sufficient. When there are inadequate rewards and benefits for making the change. When the change threatens power, jobs, or status in an organization. There are various types of resistances faced as noted in the table below: Table one: Types of resistances faced, extracted from (Jana, 2014). ACTIVE RESISTANCE PASSIVE RESISTANCE Finding fault Ridiculing Appealing to fear Manipulating Agreeing verbally but not following through Feigning ignorance Withholding information It is very difficult to deal with resistance to change. Resistance may take two forms - either active or passive resistance. This may result in reduction in output, increase in the number of people quitting their jobs, chronic quarrels, slowdown strikes, and many other negative consequences. According to (Palmer, 2004), even the pettiest forms of resistance can be troublesome. Joseph (2014) noted that a solution that has become increasingly popular for dealing with resistance is to get the people involved to ‘participate’ in making the change. However, it is not acceptable in management to use ‘participation’ as good way to address problems. In many cases, it leads to trouble. The key thing when dealing with resistance is to understand the true nature of the opposition. When there is resistance from the employees, it is due to social change, not technical change. A change in their human relationships that accompanies technological change is the primary reason for resistance (Joseph, 2014). A study by Rick (2015) noted that management could take concrete steps to deal constructively with these staff attitudes. The management has to emphasize new standards of performance for staff specialists and encourage them to think in different ways. Additionally, the management has to use the fact that signs of resistance can serve as a practical warning signal to directing and timing technological changes(Rick, 2015). Studies indicate that the management can make their efforts more effective at meetings when change is being discussed. The management can do this by ignoring the facts of schedules, technical details, work assignments, and concentrate more on what the discussion of these items indicates in regard to developing resistance and receptiveness to change(Joseph, 2014; Rick, 2015). An article by Lee (2015) stated the ways of managing resistance to change. Lee, argues that it is okay to experience resistance whenever there is change. She believes that resistance to change will help managers anticipate oppostition, identify its sources and reasons,and modify their efforts to manage the issues of change to ensure the success of their change efforts(Lee, 2015). Lee agrees that resistance is healthy. The article states that firms do need to react to resistance defensively. Resistance is good for the firm because it makes the leaders check their assumptions and it forces them to clarify what they are doing. Leaders must always probe the objections to finding the real reasons for resistance(Lee, 2015). Lee listed eight ways of reducing resistance to change: i. Involve the interested parties in the planning of change by asking them for suggestions and incorporating their ideas. ii. Define the reasons for the changes by communicating the strategic direction personally and in written form. iii. Address the ‘people needs’ of those involved. Disrupt only what needs to be changed. Help to retain friendships, comfortable settings, and group norms wherever possible. iv. Design flexibility into change by phasing it in wherever possible. Thus, people complete current efforts and assimilate new behaviours along the way. Managers have to let employees redefine their roles during the course of implementing change. v. Managers have to be open and honest. vi. Managers should not leave openings for people to return to the status quo. If the manager and organization are not ready to commit themselves to change, there is no need for the executives to announce the strategy. vii. Managers have to focus continually on the positive aspects of the change. They have to be specific where they can. viii. Managers have to deliver training programs that develop basic skills as opposed to processes such as conducting meetings, communication, team building, self-esteem, and coaching. 3. METHODOLOGY 3.1 Research paradigm Research designs refer to plans and procedures for research that detail methods of data collection and analysis(Kuada, 2012). There are three types of research designs. These are mixed, qualitative, and quantitative methods. Qualitative Research: This method is used to explore and understand the meaning of problems. Data is collected on the participants setting, and the researcher makes interpretations of the meaning of the data collected(Kuada, 2012). Quantitative Research: The researcher in this case test theories by examining the relationship amongst variables that can be measured on an instrument in order to allow for numbered data to be analysed using statistical procedures(Kuada, 2012). Mixed Methods: This enquiry combines both qualitative and quantitative forms of research. The researcher applies both quantitative and qualitative methods in the study. This allows the strength of the study to be greater than either qualitative or quantitative approach(Kuada, 2012). Research paradigms are philosophical ideas and worldviews that guide the researcher during the study. For the study into the drivers and resistance of change in Saudi Arabia, the research question will be premised on the positivist worldview paradigm. This paradigm aims at generating hypotheses to be tested. 3.2 Research design This is a plan or procedure to conduct the research and involves the selection of a qualitative, quantitative, or mixed method of study(Kuada, 2012). Research designs provide guidance for analysis of data. This study will focus on survey research. I will use non-experimental design to provide a numeric description of the drivers and resistance of change in Saudi Arabia’s organisations. Therefore, this will be a quantitative research. This research method involves a specific form of data collection, analysis and data interpretation. Survey research will entail usage of questionnaires or structured interviews for data collection(Kuada, 2012). The research will test the hypotheses, and I will collect data to either support or refute the hypotheses. 3.3 Population and sample Population The population in this study will be made up of employees in various organisations in Saudi Arabia. All the respondents will be over the age of 18 years and employed. I will require a sample representative of the population based in Saudi Arabia. In many cases, the conclusions based on this sample can extend to the target population. Sample There are probability and non-probability sampling available for selecting the sample. Probability sampling is using random selection where each unit of the population has a known possibility of selection. Non-probability is where some units have a better probability of being included(Kuada, 2012). I will use non-probability sampling for this study because the population of employees in Saudi’s organisations is unknown. I will select respondents through a quota sampling process during working hours in various organisations. This aims at producing a sample that reflects the population of people in different categories such as gender, region of residence, and socioeconomic groups(Kuada, 2012). I will approach each employee where I will request each person to answer questions based on a pre-determined research instrument. 3.4 Research Instrument Data will be collected during structured interviews using a written questionnaire. I will read the interview questions in the exact order as they appear on the research instrument. The research instrument will be made up of closed questions. The questions will give limited choices of possible answers. Each respondent will be provided with possible answers, and will be asked to select one that applies. I preferred close-ended questions because this will ensure that there will be no problem of worrying to write down everything that the respondent says or misinterpretation of the reply given. Additionally, these questions greatly facilitate the processing of data(Kuada, 2012). 3.5 Data analysis and interpretation Data will be analyzed using inferential statistics. This will allow the utilization of the sample to make generalizations regarding the population. I will use the sample to estimate the overall values that would be measured in a population. I will use the independent t-test to either accept or reject the hypotheses. I will compare the mean of one sample with the mean of another sample to test the existence of a statistically significant differences between the samples. The p-value will indicate the probability of seeing a difference found in two samples if there is no difference in the population. If the p-value is below 0.05, the hypothesis will be rejected, and the conclusion will be that there is an existence of a statistically significant difference between the two population means. 3.6 Validity and Reliability External validity To ensure external validity, I will undertake the study of the organisations where I will approach the employees. Finding these sample units in organisations during working hours in Saudi Arabia is feasible. Internal Validity To maximize internal validity, the interview will use close-ended questions to ensure uniform data collection. Reliability To maximize reliability, I will conduct a pilot interview study with twenty employees in Saudi Arabia. 3.7 Research Ethics The researcher will prepare an informed consent, found in the appendix. The consent will enable the participants know exactly what they are being asked to do. The researcher will not pressurize a person to participate. Participation will be voluntary. The researcher will respect individual autonomy. He will allow the respondents to decide what to do, even after signing the Consent Form. The researcher will avoid causing harm to the respondents The researcher will maintain anonymity and confidentiality. He will remove the contributor’s name from the answered questionnaires. The researcher will protect all the data collected. He will be clear about the level of confidentiality he can and cannot, guarantee. The researcher will take particular care in research with vulnerable groups. 3.8 Time Scale The Gantt chart is found in the attached Ms Excel document. References Anstey, M., 2006. Managing Change: Negotiating Conflict. New York: Juta and Company. Brown, K., 2012. Managing Change and Innovation in Public Service Organizations. New York: Routledge,. Burnes, B., 2014. Managing Change. New York: Pearson Education, Limited. Green, A., 2014. Managing to Change the World: The Nonprofit Managers Guide to Getting Results. New York: John Wiley & Sons. Hankivsky, O., 2014. Resistance to change: exploring the dynamics of backlash. New York: Centre for Research on Violence Against Women and Children. Harvey, T. R., 2010. Resistance to Change: A Guide to Harnessing Its Positive Power. New York: R&L Education. Jana, P., 2014. Resistance to organizational change. Organisational Change. Joseph, C., 2014. Factors That May Cause Change in an Organization. Chron. Kuada, J., 2012. Research Methodology: A Project Guide for University Students. New York: Samfundslitteratur. Lawrence, P., 2014. How to Deal With Resistance to Change. Havard Business Review. Lee, S., 2015. Managing Resistance to Change. Business improvement architects. Litwin, B. &., 1992. A Causal Model of Organisation Performance and Change. Journal of Management, 18(3), pp. 523-545. Luecke, R., 2003. Managing Change and Transition. New York: Harvard Business Press. Mabey, C., 2010. Managing Change. Chicago: SAGE. Palmer, B., 2004. Making Change Work: Practical Tools for Overcoming Human Resistance to Change. Chicago: ASQ Quality Press. Partridge, L., 2007. Managing Change: Learning Made Simple. London: Routledge. Pluta, J. E., 2011. Human Progress Amid Resistance to Change. Washington: FriesenPress. Rick, T., 2015. Resistance to change in organisations is not necessarily a problem. Meliorate. Teutonico, J. M., 2003. Managing Change: Sustainable Approaches to the Conservation of the Built Environment : 4th Annual US/ICOMOS International Symposium Organized by US/ICOMOS, the Graduate Program in Historic Preservation of the University of Pennsylvania, and the Getty Cons. Philadelphia: Getty Publications. Thornell, G. C., 2012. Reducing resistance to change in organization management. Chicago: North Carolina State University. Tobin, R., 1999. Overcoming Resistance to Change. New York: Kogan Page. Woodcock, M., 2010. 25 Activities For Creating & Managing Change. New York: Human Resource Development. Consent Form CONSENT FORM Title of Project: [INVESTIGATING DRIVERS AND RESISTANCE OF CHANGE IN SAUDI ARABIA] Name of Researcher: [NAME OF CHIEF INVESTIGATOR] Please initial all boxes 1 I confirm that I have read and understand the information sheet dated [DATE] (version [VERSION NUMBER]) for the above study. I have had the opportunity to consider the information, ask questions and have had these answered satisfactorily. 2 I understand that my participation is voluntary and that I am free to withdraw at any time without giving any reason, without my medical care or legal rights being affected. 3 I understand that relevant sections of my medical notes and data collected during the study, may be looked at by individuals from [COMPANY NAME], from regulatory authorities. where it is relevant to my taking part in this research. I give permission for these individuals to have access to my records. 4 I agree to my supervisor being informed of my participation in the study. 5 I agree to take part in the above study. Name of Participant Date Signature Name of Person Date Signature Taking consent. Questionnaire The Questionnaire 1 Do you live in Saudi Arabia? a Yes b No 2 Are you employed? a Yes b No 3 Do you take time to accept change in your workplace? a Yes b No 4 Are you an advocate of change? a Yes b No 5 Are you aware of any changes within your organisation? a Yes b No 6 What is your opinion? a Leaders have to effect changes b Leaders + Employees have to effect changes 7 Do you think resistance is healthy? a Yes b No 8 Have you been involved in resistance a Yes b No 9 Are you aware of any ways of showing resistance? a Yes b No 10 How many times do you notice your fellow employees demonstrating resistance? a Once a month b More than once, less than 5 times a month c More than 5 times, less than 10 times a month d More than 10 times a month 11 What is the first thing that come in your mind when you here your boss mentioning ‘changes’? ____________________________ Section B Please Circle One to indicate how you feel about the statement 1= Strongly Disagree 5= Strongly Agree 12 I am happy and satisfied with the changes effected by my manager Strongly Disagree 1_2_3_4_5_Strongly Agree 13 I did the right thing by resisting the changes Strongly Disagree 1_2_3_4_5_Strongly Agree 14 I feel more secure and protected after the changes Strongly Disagree 1_2_3_4_5_Strongly Agree 15 The manager did the right thing by consulting us when effecting changes Strongly Disagree 1_2_3_4_5_Strongly Agree 16 I know what to do when changes are effected Strongly Disagree 1_2_3_4_5_Strongly Agree 17 Resistance is healthy Strongly Disagree 1_2_3_4_5_Strongly Agree 18 Changes are social, not technical Strongly Disagree 1_2_3_4_5_Strongly Agree 19 Changes disappoint Strongly Disagree 1_2_3_4_5_Strongly Agree 20 Changes invite resistance Strongly Disagree 1_2_3_4_5_Strongly Agree THANK YOU FOR YOUR TIME Read More