SYMBOLIC PROCESSES:Political Processes, COMMUNICATING CHANGE, Change Tactics

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Change Management MGMT625

LESSON # 28

SYMBOLIC PROCESSES

Change processes are not always of an overt, formal phenomenon and may also be symbolic in

nature. Symbolic acts and artefacts of an organization and managers help preserve the paradigm, and

there exist a relation ship between organization culture and its strategy. Symbols are objects, events,

acts or people which express more than their intrinsic content. They may be everyday things which

are nevertheless meaningful in the context of a particular situation. It is argued that the creation or

manipulation of symbol has impact, to the extent that changing symbols can reshape beliefs and

expectation because meaning becomes apparent in day to day experience in the organization.

Many of rituals of the organizations are implicitly concerned with effecting or consolidating change.

They are capable of being managed proactively: new rituals can be introduced or old rituals done

away with. Symbolic significance is also embedded in the systems and processes of the organization.

Reward system, information and control system, and the very organizational structures that represent

reporting relationships and often status are also symbolic in nature. For example take the case of

selection interview for organization. A highly formal interview procedure may signal a mechanistic,

hierarchical organization, whereas a more informal dialogue is likely to signal an environment and

expectation of challenge and questioning. If selection processes are changed, different types of

managers are appointed, and visible encouragement to challenge and questioning is given, this can

signal within the organization a commitment to strategic change. In this sense selection processes are

symbolic in nature.

Similarly changes in physical aspects of the work environment are powerful symbols of change.

Typical here is the location and change of location for head office, relocation of personnel, changes

in dress or uniform, and alteration to office space or office space

The most powerful symbol of all is the behaviour of change agent themselves, particularly strategic

leaders. Their behaviour, language and the stories associated with them signal very powerfully the

need for change and appropriate behaviour relating to the management of change.

Beside stories, rumours on grapevine the use of language used by change agent also effects change

process. Either consciously or unconsciously change agents may employ language and metaphor to

galvanise change. In this context language is also powerful not only for the communication of facts

and information but because of its symbolic significance and is able to carry several meanings at

once.

Political Processes

One can not escape politics where there is human concern. The reconfiguration of power structure in

the organization is needed which depends on the nature of change. Radical or transformational the

type of change more radical will be the reconfiguration of power structure. The momentum for

change will need powerful advocacy within the organization, typically from the chief executive,

members of board, union and other influential outsiders. Change occurs in organization combining

the interest and power of individual and groups, thereby making the understanding of political

context in and around organization quite essential for achieving change successfully.

Like else where in organization too there is a ruling party (unsaid) and opposition party whether it is

a public or private sector organization. Members of organization perceive to be on either side, and the

nature of nature of opposition varies from the type of industry, sector and size of organization.

Similar concept is of organization elite, trustworthy and loyal people are appointed on key or prime

position for the use of authority and control of resources. Thus change may either means a threat for

existing elites or perpetuation of their rule. Therefore people, rules and resources are manipulated to

Change Management MGMT625

achieve change related objectives. The successful change management means involvement in the

political activities like building the power or political base, overcoming resistance and achieving

compliance for change related policies and objective. Categorically stating the political activities may

include the followings:

to build the political support or power base

ii)

to encourage support or overcome resistance

iii)

to achieve commitment to a strategy or course of action

COMMUNICATING CHANGE

Of all, communication is perhaps the most complex human and organizational phenomenon. So

communication change, what it is intended to achieve or what is involved in the communication

process and the way to communicate is in fact a very complex one. The effective communication of

vision, mission and strategic intent down to lower tiers of or all across organization is not a simple

and easier task. It may be important to clarify and simplify further the priorities of the strategy. One

approach is to emphasise a limited number of key components or aspects of strategy rather than to

communicate the strategy with overall complexity and ramification. The choices of media also vary

from employing techniques such as face-to-face, one-to-one, through routine bulletins and notice

boards and circulars around the organization. The involvement of members of organization in the

strategy development process or planning strategic change is also, in itself is means of

communication and can be very effective. Communication needs to be seen as a two-way process.

Feedback on communication is important, particularly if the changes to be introduced are difficult to

understand or threatening or if it is critically important to get the changes right. One such effective

technique to get feed back is through focus group employed by senior executives to see the

implementation and acceptance of change. Another powerful technique is the use of grapevine

(informal communication) which takes the form of gossips, rumours and storytelling. Now senior

executive wants to control and manage the grapevine in the best interests of the organization.

· Change Tactics

There are also some very specific tactics of change which might be employed to facilitate change

process

i) Timings

The importance of timing is often neglected in thinking about strategic change. Timing also refers

to choosing the right time tactically to promote change. For example the greater the degree of

change the more it may be useful to build on actual or perceived crisis. If members of the

organization perceive a higher risk in maintaining the status quo than in changing it, they are more

likely to change. Another important tactic for acceptance or rejection of change is the sequence of

events; or how the change is introduced, piecemeal or as a whole and which should come first and

which should come later.

ii) Dismissals, Job Losses and Delayering

Change programmes are often associated with job losses, from the closure of units of the

organization, with hundreds or thousands of job losses, to the removal senior executives or even

chief executive. For example this becomes so especially if the organization is in its drive for

automation, resulting in the removal of the whole layers of management and hierarchy. It was

during 1990s when larger MNCs were going for mergers, restructuring and outsourcing that

thousands of employees lost their jobs out of change in strategy. Therefore the tactical choice of

where job losses should take place related to the change programme

iii) Visible Short Term Wins

Change Management MGMT625

Strategy may be conceived of as having to do with long term direction and major decisions.

Nonetheless what is essential is to have the implementation of strategy is that change programme

should have detailed action plans and tasks associated with strategy. For example a retail chain

developing a new store concept and demonstrating its success in the market may need short term

wins like the effective breaking down of working of old ways and the demonstration of better ways;

the speeding up of decisions by doing away with committees and introducing clearly defined job

responsibilities, and so on.

iv)

Promoting Winners & Heroes

Change most of the time result in creating either winners or losers. It is not considered win-win for

every one. What is needed by senior leadership is to promote winners and heroes as symbol of high

performers so that this may create a culture of high performance. Success stories are propagated

amongst managers for their mind and behavioural programming and repeat success. This in overall

is considered important tactic in the implementation of strategy.

References:

This lecture is based on Chapter 11, Managing Strategic change of Exploring Corporate Strategy

written by Johnson & Johnson. 10th edition.

For change in organization culture see further www.soi.org

For MOUND model see Alex Miller's book on Strategic Management 4th edition

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