Discovering Conditions for Staff Acceptance of Organizational Change

Abstract

This study is concerned with conditions under which organizational change is more or less likely to occur. Specifically, it traces the implementation of a successful initiative that dramatically changed staff roles and responsibilities in a park setting. The process described here is noteworthy because employees, like all people, inevitably resist change. Change upsets the balance they seek in their working lives. Change raises unwanted questions about their current performance levels, their abilities, and their ultimate job security. Change pushes them toward the unknown when they prefer to retreat into the comfort of predictability (O’Toole, 1996). For these reasons, efforts to create organizational change are usually unsuccessful.

Managers hoping to create positive change may actually be diminishing employees’ willingness to accept that change. Their efforts to change the status quo may create suspicion and resistance. This study found that several conditions ameliorated employees’ resistance to a potentially divisive change initiative. Structured interviews with staff members discovered that four factors were particularly key in creating acceptance to change. The first factor was that of purpose. Those who accepted the purpose of the change as both legitimate and desirable were more likely to be accepting of the change effort. The second factor was that of process. Process refers to the way in which the initiative was carried out. Communication and involvement represented the guiding principles upon which this change initiative process was based. Managers and supervisors involved staff members in the planning and implementation of the initiative. This involvement seemed key to gaining acceptance of the initiative.

The third factor was that of the plan. This refers to the nature of the change. What measures were staff being asked to undertake? In this case staff were being asked to change the nature of their daily job assignments and responsibilities. While this proved daunting for some, others saw new opportunities in the change. The latter also believed that the new procedures eased the day-to-day operational demands of the workplace and were pleased with the change as a result.

Though many respondents welcomed the new flexibility the initiative offered them, they were still uncomfortable with many of the changes. Some of this discomfort arose from uncertainty and embarrassment. Such emotions are common during any change process. The final factor, that of other people, helped workers navigate through these very personal misgivings. Several employees relied heavily upon fellow staff members for emotional and professional support as the initiative was implemented.