Complacent and Resigned Background Conversations - Coursework Example

Background Conversation Author: Institution: Introduction Background conversation has been identified as the unspoken, defined as that which has not been expressed directly whose aim is to oppose the already expressed and ongoing foreground conversation. This background conversation is a consequence of traditions that people within an organization have inherited or directed. It means that, people respond to the spoken or unspoken word in a certain way depending on their past experiences in the organization (Jeffrey, Laurie & Randall, 2001). In every organization, meetings are held from time to time to come up with strategic plans that are aimed at producing results within the company. We can identify these conversations held as the foreground conversation. In the other hand, employees will casually be involved in a conversation with one another. The conversation may include complains, blames and other issues that concern the organization not raised in meetings and can be identified as background conversation (Darrel, 2014). From this reason, we can conclude that the force in an organization highly depends on the background conversation. The interpretation of something said or an action done will not be the same for everyone. Background conversations highly depend on the context in which the person perceived the information in the foreground. Therefore, change is highly dependent on the background conversation. (Jeffrey, Laurie & Randall, 2001) define different backgrounds as different realities and as such is it impossible to draw understanding of one reality from a completely different one. As such, resistance in an organization is highly attributed to background conversation. When change is introduced in a company, background conversations occur that play a role in the effectiveness of the change introduced. There are three categories of background conversations that are said to be socially constructed with the aim of crippling changes introduced. Complacent background conversation. There is a trend in an organization that may involve a series of success stories from previous years. As a result of this historic pattern, people may come up with the excuse not to adopt change. Their argument is based on the fact that the organization will keep doing well as in the previous years thus there is no need for change. When change is introduced that seeks to change the goals set, background conversation aimed at producing resistance is introduced. What follows may involve people doing one thing that they think will result to success as in the past while completely ignoring the other key elements in the change introduced (Jeffrey, Laurie & Randall, 2001). Resigned background conversation. Unlike complacent background, resigned background is based on the failure. Therefore, when change is introduced what follows are murmurs that suggest that the change is bound to fail just like the previous changes. Where failure has occurred before, the background conversation highly constitutes excuses as to why this was the case. The conversation highly reflects people who have given up, who have no hope and who are sad and depressed. The problem is that, in such a setting, when change is introduced, the response is halfhearted. There lacks motivation and zeal to carry out the set changes as all that people anticipate is another failed attempt (Jeffrey, Laurie & Randall, 2001). Cynical background. The cynical background conversation is also based on past experiences. In this case, people have told tales of what happened and their experiences that resulted in failure. Unlike the resigned background where people feel that they or a group of people resulted in the failure, the cynical background bases the failure on some “reality” or external forces. As such, people do not believe that the organization, the management or the world can achieve the set changes. The point is that, anyone who thinks contrary to what the background talk is all about is in denial of the “truth”. The people engaging in this talk feel that there was betrayal and deception that played in the past. That people in power did nothing to accept that things could not change and hence their failure. Thus, success is a farfetched illusion in a cynical background environment (Arash & Mohammad). Background conversation and resistance to change By understanding the different background conversations, one is able to understand what response is expected and what actions the employees result in. where the talk is complacent, the employees will result in withdrawing from tasks geared towards change. In a resigned talk, the employees are likely to not pay attention to the proposed changes and are less motivated in taking part in the process. In a cynical talk, people result in propaganda and ways of sabotaging the process (Jeffrey, Laurie & Randall, 2001). If the management notices that the background conversations are purely based on purely chats held, they can devise ways of changing what the employees are saying. Other tactics may involve shifting the focus of the employees. If people result to complains, murmurs, rumors and gossip, then, power is given that keeps infecting and re-infecting the conversations held. The result is resistance (Ford, 1999). Mindy, Joseph & Sonja (2002), say resistances is the refusal to embrace an organizational change. It can be as a result of three factors namely, individual, group or organizational. Organizational resistance is normally induced from within and outside the organization where various groups may be opposed to the structure and process of change. Group resistance is often due to lack of cohesion or recognizing social norms that are considered delicate in the decision making process. Individual resistance is affiliated to how certain persons feel towards the change. Therefore for an organization to succeed in its effort to push for change, they have to take into account the individual and social aspects. In order to make sense of everything, the concept has to be understood and communication process has to be mastered. Creation of meaning from the managerial team to the society and individuals within the organization will give them the ability to implement the change (Andersén, 2014). Communicating change Studies have shown that communication is a key instrument when introducing change. However, it has been noted that most people in charge of managing the change find it difficult to communicate the change happening. There are different ways in which communication in an organization take place. The monologic approach to communicating change has been said to be unilateral. This is an approach that whatever the management says is what is to be followed failure to which various forms of punishment are administered (Ford, 1998). The other models are known as dialogue communication and background talk. These approaches are said to be constructive. The dialogic approach is a good agent in an organization that seeks continuous change. It involves communication between the employees and the management thus grievances raised on how change affects them is addressed. By having the dialogue, the team is able to come up with new processes and produce results from the conversation. Background conversation is said to arise where the monologic and dialogic forms of communication are absent. According to Kerry & Jennifer (2005), a mix of each component is important to produce results. The monologic approach allows management to communicate the changes to the employees. It asserts the authority in the organization and cannot be done away with. The dialogic is important to allow communication between the management and the employees. It provides a sense of belonging to the employees that the change is not just being imposed on them. Background talk is said to be part of a sense making process. An individual will try make the idea of change less ambiguous according to their understanding. As the employees talk through and critically thing of the changes, they are bound to discuss among themselves on what they think. The problem with background talk is that the information passed on maybe incorrect. It may also result in a bad perception of the change instigated. Ways of dealing with background conversation Listening and understanding This is the first critical step in introducing change. Most managerial teams underestimate the power of listening and being ready to understand their employees. The culture of allowing employees to communicate kills rumors. It allows the manager to explain the concept and even kill any misinterpretation that exist. However, the manager should be keen not to get into an argument with the employees. It should be a dialogue structure (Jeffrey, 1999). Pay attention to "what" and not "how" When the manager stipulates what needs to change, they leave the task of establishing how to the employees. By not dictating on the delivery, the employee feel involved in realizing the change in the organization. This approach is effective in small groups or where departments exist and the change affects them only (Arash & Mohammad) Get rid of barriers Often, people go through issues that may indirectly affect their work. The barriers maybe financial, family oriented or physical. Where the management is keen to listen to their employees, they may get to understand their background talks that oppose the idea of change are a result of barriers in their lives. By identifying the barriers, the management can identify ways of incorporating the employee in the change process (Prosci). Presenting choices and consequences that are simple and clear For the managers to maintain control, it is important that they clearly outline what is required and the consequences of failing to do what is needed. 1. Make the employees understand what will happen if they do not do a certain thing. This is not a threat but to make it clear that the consequences will affect everyone 2. If the change can be implemented in various ways, provide these choices to them and let them decide which route to follow 3. Keep the employees on the loop pertaining how certain actions so far have affected the results. Create hope. One of the reasons for the resigned background talk is hopelessness. Failure from past experiences make hinder the employees from embracing change due to despair that things will still not work out this time. The manager can motivate the employees by sharing their vision on change. By being enthusiastic and creating hope for a better tomorrow, the employees may be motivated by the energy emitted from their managers. Present the benefits in a real and tangible way. For most people seeing the outcome makes it possible for them to believe that the change is good. Managers can take an extra mile to present how the change will have a good outcome. A case study can be one way of showing how the change will affect them. Other ways may include demonstrating especially where a new system is being introduced. Inviting specialists in that area can help employees understand the change and see the benefits. Personal appeal Depending on how the manager relates to the employees, this can be an alternative approach. If the manager and the employees have a close relationship, making a personal appeal to try embrace the change is a good approach. At the same time, the manager needs to reassure the employees that their interests will be taken care of even if the change does not work out (Prosci). Converting the strongest opposers of change. In every setting, there are those that are the most outspoken. These are the people who propagate most of the background conversation that aim at opposing the organization's ideas and plans. As such, the manager needs to use these people to propagate change. This is by identifying them and taking them through the benefits of change and letting them stir others in the same direction. Such an approach is most effective where the organization is big and thus a larger number of employees to reach out to (Prosci). Create a sacrifice Where talking to the most resisters of change fails, the management can pick the most propagator of background talk and fire them. This is meant to set an example to others that the organization mean business. The organization should however refrain from constantly use this tactic as it will lead to resent them. Use of money and power In an organization where the middle management is responsible for resenting the change, the employer may create incentives such as giving them a raise or a promotion. This is to make the management part of the team that will see to it that change transitions smoothly (Arash & Mohammad). Reference Darel.www.profitguide.com/manage-grow/leadership/the-most-useful-skill-an entrepreneur-can-learn-63508 Jeffrey F., Laurie F. & Randall M., 2002, Resistance and the background conversations of change, Journal of Organizational Change Management, Vol. 15 No. 2, pp. 105-121. Jeffrey F.,1999,Organizational change as shifting conversations, Journal of Organizational Change Management, Vol. 12:6, pg. 480 - 500. Mindy C., Joseph C. & Sonja P., 2006, Managers' Role of implementing change: case of restaurant industry in Melbourne,Journal of Global Business and Technology, Vol.2:1. Jeffery F., 1999, Organizational change as shifting conversations, Journal of Organizational Change Management, Vol. 12:6, pg. 480-500. Andersén, J., 2014, Deconstructing resistance to organizational change:A social representation theory approach.International Journal of Organizational Analysis, 22(3): 342-355 Prosci, Prosci’s top-10 action steps for managing resistance,available from: www.change-management.com Jennifer F. & Karrey, 2005, Building an organizational change communication theory, Academy of Management Best Conference Paper Arash G. & Mohammad S., Demystifying the legend of resistance to change, university of Tehran Iran, faculty of management Jennifer F., 2005, The impact of change communication on change receptivity: Two cases of continuous change, Work and Industry Futures Research Program School of Management Queensland University of Technology Darrell K., 2014, The Most Useful Skill an Entrepreneur Can Learn, available from: www.profitguide.com/manage-grow/leadership/the-most-useful-skill-an entrepreneur-can-learn-63508 Read More