11 Change
11.1 (I = Interviewer, JK = Jeremy Keeley)
OK Jeremy, let me start by asking you, why do people resistchange?
JK Resistance to change is the most natural of human reactions and is based on uncertainty and it's based on fear- fear of losing your job, fear of, perhaps, not being able to cope with a new situation. It's based on lack of trust in the decision-makers and it's based on a complete feeling of lack of control over the situation. All of those are very natural reactions, and the way to manage resistance is not to completely ignore it but actually to manage it as if it were natural.
11 -2 (I = Interviewer, JK = Jeremy Keeley)
Can you think of an example where change was handled well?JK One of my favourite examples. I was working for a client a
number of years ago, and a new Chief Executive came on board and the client had to significantly reduce it's costs. It had been trying to compete with it's major competitor on a basis of volume and was trying to be cheaper. And it's major competitor was four or five times it's size and there was just no way that could happen. And the new Chief Executive came in and within three weeks had published exactly what he was trying to achieve. And every single person in the organisation knew this chap's vision. They knew they were going to segment the market - they were going to go for corporate, high spend, high profile customers, and they were going to ignore the mass volume residential market which was a lot bigger, and with much larger margins. And the company was going to go for much more value-added. And the Chief Executive made absolutely clear, right from the beginning, exactly what he was going to do. He talked about the number of heads he was going to have to take out of the organisation. So he talked about the pain - he was absolutely honest about it. But he also talked about the gains and explained his vision in a lot of detail to everybody but in a number of face-to-face communications and in a weekly letter that he wrote to everybody in the organisation. Every week a letter came out from this chief executive saying exactly what progress had been made, exactly what he was still aiming to do - what the next steps were. And this happened week after week after week.
He was a very effective manager. And the second thing he did was move very quickly on the painful stuff. So he very quickly took out the people who didn't fit. So sometimes the decisions were hard, but he made them and he made them quickly.
Skills, Exercise D
О 11.3 (С = Carl, N = Nancy, M = Max, S = Stefan)
С Can we move on to the third point on the agenda, the open plan office? I know there are different opinions about this, so our main purpose will be to explore your views and see if we can reach agreement. Nancy, would you like to begin as I know you're in favour of the idea.
N It's good for communication, people see each other at the office. It's er, I think good for team spirit too. I think there's more interaction between people but what's important is productivity, people work harder when they're on display.
M I really can't agree with you there. I think that with open plan offices there is the problem of privacy.
С OK Max, thanks. Em, Stefan, what do you think?
S I agree with Max about privacy. What if you want to make a private phone call?
С We could use meeting rooms.
S Meeting rooms? Yes, that's true I suppose, but ...
M I don't think that works.
С Let Stefan finish please, Max.
S I'm just not happy about this proposal. 1 hope we're not going to have a vote about this. I mean, I really think we need a report or some extra survey done on this.
С You've got a point there. Do we all agree?
N/S YesVOK with me.
С Right, so Max, would you prepare a short report please? Ask staff how they feel about the open plan idea, and report back to me by, say, August 1, OK? Now, can we go to the next item on the agenda?
M I was shocked to see hot-desking there. I think this is totally ridiculous. This will really upset people. It just won't work.
С How do you feel about this, Nancy?
N I'm pretty sure that hot-desking won't work unless we go open plan. I think one depends on the other. I don't think that hot-desking in closed offices works. But I think open plan without hot-desking is OK.
S I don't understand your point. Can you explain it a bit more clearly?
11.4 (I = Interviewer, HW = Hugh Whitman)
I imagine you'll be making some changes, Mr Whitman, nowthat you're in charge at Metrot.
HW Yes, there will certainly be some changes, there always are when you acquire another company. Metrot is a fine company, that's why we bought it. It has a skilled work force and excellent products. We think we can help Metrot to become more dynamic and efficient. We want it to compete successfully in European markets where there are big opportunities for us.
I You say, more efficient. Does that mean reorganisation? Job losses? I believe that the staff at Metrot are worried about this.
HW It's too early to say. But there could be some staff cutbacks in the short term. We shall see. Our plan is to expand the company and create as many job opportunities as possible.
I What about the factories? Some people say you're thinking of relocating some of the factories and selling off some of the land you've acquired.
HW I don't want to comment on that. Our aim is to build Metrot and make it a strong company at the leading edge of technology, with an image for quality, reliability and good service.
I I see. Thank you Mr Whitman. I wish you the best of luck in your new position.