According to Dowdle, Stevens, & Daly (2007), process-based interventions reflect a particular organizational philosophy, namely that organizations exist as a series of processes which are designed to deliver value to the customer. The presumption is that by setting benchmarks for specific process improvements, the organization will be able to improve in efficiency, cost savings, and ultimately profitability. Processes are not separate from strategy but rather are an integral part of strategy (Rosam & Peddle 2008). Organizational change, however, is often a slow, incremental struggle and there is sobering evidence that attempts at organizational change often result in partial failures and an inability to meet established goals. The problem is often “change management consists of a (limited) set of interventions, which are regarded as objective, measurable and linearly manageable programs that can be realised in a relatively short time,” contrary to the substantial human as well as logistical challenges of making change a natural and internalized part of employees’ and managers’ mindsets (Pieterse, Caniëls, & Homan, 2012, p.799). The best approach to process-based changes focus on how the change should occur and how to ensure that it sticks.But before a process can be altered, managers must have...
Even if an organization is successful, this does not necessarily mean that its standard operating procedures are optimized. While environmental conditions may cause shifts in short-term data partially beyond an organization’s control, the actual process structure is within its outreach and ability to change and modify when necessary. Again, the strategic focus must be on the future, not what is working now or what has worked in the past.
Unfortunately, change resistance is a part of organizational psychology on a nearly universal basis. It is essential to take steps to counteract the inevitable pushback that occurs when a change is proposed. When processes are being subject to change, the threat may be greater, as cherished standardized operating procedures by organizational actors are being threatened. “Resistance can have many different appearances, varying from foot-dragging, withdrawal, material sabotage and whistleblowing,” to simply ignoring the change (Pieterse, Caniëls, & Homan, 2012, p. 800). On the other hand, the idea that change is always irrational may not be fair. Getting organizational actors on board with the change and allowing…
