Change – a simple six-letter word that holds so much power.

Especially when mentioned in an organizational context, change seems to create unrest. While managing change on a personal level may seem easier, organizational transformation often faces resistance from employees.

Even though most individuals tend to prefer stability or gradual adjustments in their personal lives, it is evident that change is a constant in organizational settings. However, can the persistent occurrence of change be solely attributed to rejection and discord?

Broadly reflecting on the topic of change, Change is change, with no obvious difference as to whether it is on a personal level or not. However, when examined profoundly, a stunning truth can be revealed: all change is personal. 

Particularly for those who experience the effects of change within organizations, it is personal, because more often than not, these shifts within the firms environment end up affecting an employee’s personal life. As a result, experienced practitioners in the field even go as far as saying that the more change “disrupts the current state of things, the more personal the change is”(Gormann, 2024). Therefore, managing organizational change means managing personal perceptions of change.

So, if it is known that managing organizational change means managing personal perceptions of change ¿why do most organizations still struggle with managing and implementing change after all these years? 

Analyzing existing models related to organizational change management it becomes clear that organizational modifications are often seen as one big block of standardized tasks, that can be broken down into several small pieces in the form of clearly defined, and quickly-to-be-achieved assignments, by employees, department heads, change managers, or anybody in the organization that is currently available. These types of approaches and procedures promise if managed correctly and in a timely matter, a great overall result to organizational change. 

Yet, if all change is personal, essentially, the big challenge lies in understanding each transformation at its core and its impact on individuals. To address organizational modifications effectively, managers and leaders need to comprehend the overall dynamic created by individuals experiencing it. Organizations must approach change as a sum of individual changes, requiring tailored approaches.  This highlights the importance of connecting and balancing individuality within change management, rather than addressing isolated tasks. 

Moreover, organizational transformation requires accepting that each individual must think, feel, or do something differently. Yet, to spark the motivation in employees to change, it becomes a critical task of managers to firstly develop a nurturing environment in which employees are encouraged to embrace change, and secondly to know their employees: their ways of thinking, their motivation, and their needs and demands. Understanding each employee's perspective on change allows for personalized solutions and guides the organization toward the desired outcome.

In conclusion, to achieve satisfactory change within organizations, prioritize people over processes, as personal change precedes organizational change.

Resources

Gormann, B. (2024). All Change is Personal. Change Management Review - Actionable Insights For Change | Change Management Review™ brings together professionals who work with organizational change. https://changemanagementreview.com/all-change-is-personal/