Organizational Change

I came across an interesting article on organizational change and thought it was worth sharing because it highlights some practical insights. The author’s research found that the day-to-day work environment – especially the quality of “leader-member relationships” and how much the workplace encourages learning – plays a big role in whether employees embrace or resist change. When employees trust their managers, feel well-informed, get chances to participate, and see personal development as part of the culture, they’re way more likely to go along with new initiatives instead of pushing back.

The authors share implications for how we lead. For example, if you want people on board with changes, consistently build good rapport with your team, listen to them, be transparent about what’s happening, and make sure they have opportunities to shape those changes. Also, fostering a “development climate,” where it’s normal to try new skills, change roles, and see mistakes as learning moments, makes any future organizational change easier to implement. It’s basically about creating an environment where adapting and growing feel routine, not like a dreaded disruption.

The article’s bottom line is that big changes often fail when employees feel blindsided or disconnected. So if you’re planning anything major (or not!), think about how you can boost everyday trust, have open communication, and support for personal growth. That way, as organizational change occurs, which it inevitably will, your team’s already used to evolving – so they’ll likely give it a fair shot instead of pushing back. Hope this sparks some ideas for you like it did for me!

Van Dam, K., Oreg, S. and Schyns, B. (2008). Daily Work Contexts and Resistance to Organizational Change: The Role of Leader – Member Exchange, Development Climate, and Change Process Characteristics. Applied Psychology: An International Review, 2008, 57 (2), 313–334. https://doi.org/10.1111/j.1464-0597.2007.00311.x