Long-Term Commitment to Change? What

¶ … long-term commitment to change? What are at least three obstacles that would prohibit a change plan from being successful?

Three factors that will lead to the success of long-term organizational commitment to change throughout the change process are: necessity, communication, and leadership. Simply put, a change that is perceived as necessary for the entire organization is more likely to be weathered by all employees than a change that is not perceived as necessary. When a successful organization with happy lower-level employees is undergoing a difficult merger that results in a shift in the organizational culture, there may be a great deal of resistance. The employees may feel as if their lifestyles are being interfered with, for little net gain, and much personal loss. On the other hand, employees may give up a great deal if they realize that they must do so for the future success of the organization, as union negotiators for GM recently made great sacrifices in employee pensions and benefits, realizing that no one would win if the company folded.

Communication is also a key part of effective change. Employees are likely to be committed to change if they feel that they have had personal input as to how the changes will grow and evolve over time. They are more likely to weather difficulties if they feel that the organization respects and takes an interest in their welfare, and that they have some responsibility for how the changes ensue.

Finally, strong leadership is necessary to create the necessary conditions for the first two steps to work -- a leader must convince his or her subordinates of the necessity of such changes, and create open lines of communication between the company's heads and the lower level employees.