31 /03/08 IntroductionChange is one of the things that puts pressure on our comfort zone and forces us out of this comfort zones. It is faith built, destiny filtered and heart grown. Change occurs on all sections of the people and it is no respecter of persons. Change does not care about the cultural, economic, social or political affiliations of individuals. It has two faces, that is, it occurs for the better or for the worst. This depends on how an individual views it. It is always uncomfortable for individuals to change from one state to the other and change has an adjustment period which varies from one individual to the other.
Change leaves lasting effects on those who try to oppose it and won't let go. Flexibility is the only key to change because even riding a roller coaster can be very interesting when one learns how to create and lean to create a new balance within the change. The statement ‘just hang there' is just a great enemy of change but the statement you can make it is a good show of embracing change.
Change is never fixed by worrying, crying or other mental thoughts but it is won by those who are ready to endure rather than retreat. At the first sight change appears to be very awkward. Change has a strong muscle that pushes us to do our personal best beyond our own strength and helps us enjoy the dynamics of life that occur in our lives and that lies ahead of us. Change leaves several causalities and these causalities are those who try to resist change and they remain defeated.
It causes us to learn or to churn and it affects the speed of time and the course of doing things how things from the usual to a new way of carrying out activities (Chaudron, 1992)Literature ReviewTime can be said to be a whirlwind for those who are ready to welcome its effects but it is slow for those who are reluctant to welcome its effects. Change becomes complete when one realizes that he/she is different but it seeks a better place at the end. The measurement of change is simply the impact it brings on those who are connected to it.
Robey (1991) observes that origin of change is in the heart even before it is proclaimed by the actions in form of work and it doers not look for a place to rest but it looks for the next point where it can be launched. It quickens those who move slower than itself because it is either one changes or is left to feel the effects of change. It reinvents what we can see through the power that is invested in the unseen.
It can be likened with the act of driving in a fog where you can not see very far but the whole trip can just be completed that way. There are seven things that happen when people are in a situation of change. Firstly, people embark on doing things that they are not used to doing because there attempt to resist this is tantamount to suffering and pain. Secondly, people start thinking what they have to give up in order to be accommodated in the new wave of change and it is rare to see people thinking of what they would gain.
Thirdly, some people feel lonely seeing their comrades going through the change and fourthly people are able to handle as much change as they can if given a certain limit of time. Fifthly, different people develop different levels of their abilities to embrace the change. Sixthly, in time of change people always put on the perception that they have got no enough resources to help them embrace the change and seventh if the force of change goes off people are more likely to revert back to the usual ways that they are used to.
According to Senge (1999), there are several assumptions that underlie the occurrence of change. These assumptions are as follows, change has to be owned by every body because those who resist become a great enemy of change. It does not happen in a flash of lightning but is a process which should be initiated by a need that arises in an organization or anywhere else.
Another assumption is that it does not occur automatically and that much success is brought by the management who provides focus and clarity of why change is needed. In an organization the people who should provide the focus and clarity of change are those who develop and support the personnel. In addition change has to be planned for and it is not something that a person can wake up and initiate without much research and wider consultations. This is because if change is not planned for it can bring bitter and unexpected fruits which fire back to those who tried to initiate the change.
Another assumption is that different individuals have got different responses to change and that the whole department that initiates change has to be part of the institution so that it can also flow and also feel the impact of change. In addition Senge (1990) observes that there are three phases of change. The first is the unfreeze phase, the second is the phase of changing and the third is the phase of creating a new culture in an organization that fully accommodates the new opinions brought by the change.
The unfreeze stage involves assessing the situation currently and diagnosing any possible chances of resisting to change as well as preparing the ground for communicating intentions to other colleagues about the current look of things. The second phase involves the selection of strategies which encompasses issues such as communication through education, facilitation and support and the manipulation. It also involves the selection of a timescale which has two ends, that is fast and slow. The selection of a time scale is determined by the type and the amount of resistance one expects to encounter from those who are supposed to change and the difference in power between those who would resist the change.
In creating a new culture one has to ensure that the change is felt by every player in the organization thus achieving the objective of institutionalizing the change.