"Change is the law of life. Those who took only to past or present are certain to miss the future" - John F. Kennedy
Change is inevitable. Rapid globalization and new multinational companies show that change is not just sporadic; it is a constant. However, change is still manageable with the aim of building organizational resiliency in mind.
This is proven when Microsoft underwent a major restructuring in an attempt to restrict internal competition and increase the effectiveness of overall organization since 2004. Another classic example would be LEGO who have successfully turnaround with focus on building a strong organizational culture and putting people-first strategy to good use. That period might be the worst period for thousands of people who were out of jobs, but what about the people who “survived”? How do we strengthen the resilience of employees who “survived” the change?
If you fail to manage change, the period of transition might be difficult for you. Over the past decade, successful organizations have had to adjust to a large number of changes and implement them in a very short amount of time. To survive storms in a growing market, an organization needs to focus on critical changes that guarantee success. Additionally, it should expand its ability to ensure large changes in the future. Strengthening resilience among employees will evidently make organizational transitioning easier.
A company should concentrate on talented resilient workers. Highly resilient individuals can absorb large amounts of disruptive change while showing a low level of malfunction behavior—those actions that signiﬁcantly detract from quality and productivity. Resilient people are no less vulnerable to the stresses of change than are other individuals, but they overcome barriers to major change. In fact, when resilient people face the ambiguity and anxiety that accompany new situations, they tend to learn from these situations and grow stronger rather than engage in actions that would deplete their energy. Because of these tendencies, resilient people are often characterized as thriving in periods of uncertainty.
In addition, a balanced set of the characteristics trumps dangers seeded in the individual characteristics. Someone who has a noticeable presence of the positive characteristics but lacks the ﬂexibility may see only opportunities without recognizing dangers when faced with unfamiliar situations. They may be too optimistic. However, a person can visualize and guard against the inherent dangers of the new situation with a balanced array of dispositions to increase the probability of achieving the opportunity.
Managing resilience is of paramount importance to any company in question. Employee resilience can be built hand-in-hand with corporate culture. Microsoft has survived the “survivor” syndrome by empowering Microsoft employees with a sense of purpose and mission in their daily working routine. Similarly, LEGO successfully managed the transition process by emphasizing on the LEGO Group Culture which is the LEGO People Promise. Change is deﬁnitely manageable when you optimize employee and organizational resilience.
Cover Source: Surviving Change