The Psychology of Organizational Change

It doesn’t have to be so hard

Many of us are familiar with change management models used in organizational change. What I find most interesting are the differences between the standard organizational change-management model and the psychological process an

Most change models incorporate the following six aspects:
1. Creating the urgency for change
2. Creating a compelling case for change
3. Creating and communicating the vision for change
4. Removing obstacles
5. Creating short-term wins
6. Making change a part of the corporate culture

In my view, one of the reasons that change-management models are ineffective is because they don’t align closely enough with the psychological processes a person experiences when confronted with personal change. This column describes the journey people make when faced with change and recommends some suggestions to make change more palatable and effective.

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(ex) change

We use to say the grandfather founded the organization, his son made it grow, his son's son shuts it down. An example that I find significant: a - once - medium sized company is now closing its gates forever: the founder's wife - now 90 years old - still owns the accounting processes, and I think that since she graduated "something" has changed in managing business. Of her 7 sons, only one works in the compnay, as managing director, obviously. But in the past years the company ownership has made so much money that now - at the first competition wind blowing from the East, they simply abandon the fight, laying some 100 people off. In Italy some two thirds of companies are like this, and there is no way to make the latest generation managers to change their mind: look at Mr. Marchionne, FIAT top manager, as at a good example. And he's not alone to think that way. Thank you.