Change Management in Public Organizations: A Complete Guide

Introduction and Research Question

Change management involves an organization moving through adjustments to bring it to a different point in its development (Anderson & Anderson, 2001). Organizations are almost always changing and growing, but when change management is involved these changes are calculated and take place in a planned way. The goal is to move the organization forward so that it can continue to grow and develop with the times. Sometimes change comes very rapidly; other times it can take much longer.

What kinds of changes take place are also important to consider, because changes have to be managed carefully or they can get out of control and fail to produce the intended results (Kotter, 2011; Marshak, 2005). That can send an organization down the wrong path very quickly. Change can happen to one department at a time, or to an entire organization all at once. Leaders who initiate the change process are generally the ones who have the most to lose if adjustments do not go well, but the entire organization can suffer as well (Kotter, 2011).

To avoid serious problems, the leaders of any organization must focus not just on effecting change, but on how to carry out that change in the most effective and efficient way for all involved (Kotter, 2011). These leaders also need to consider ways to mitigate resistance to change throughout the organization, so that the changes are not hindered by those who do not want them to occur. In any organization, there will always be people who do not want to see anything change, and getting them on board can take time and effort (Kotter, 2011).

This paper addresses the issues that surround change management in public organizations, including the value of Enterprise Resource Planning (ERP) and how it can help organizations effect change efficiently.

Research Question

Without change, there can be no growth or development for an organization that needs to move forward in order to keep serving clients and operating effectively. Public and private organizations sometimes handle these issues differently. The research question explored in this paper is as follows:

RQ: How will public organizations behave before, during, and after change?

Answering this question requires examining the three phases of change — before, during, and after — as well as how employees handle the changes and whether they influence other members of the organization. How leaders work with followers can have a strong effect on how an organization handles change and whether it makes changes as scheduled and with as little disruption as possible for everyone involved.

Public Organizational Behavior Before, During, and After Change

Before the Change

Public organizations — those operated by the government — are not always deeply different from private organizations in the way they address change. The goal is to make needed changes as quickly, efficiently, and smoothly as possible, beginning well before the change actually takes place. Proper planning is essential, and employees need time to adjust (Phillips, 1983; Whelehan, 1995). The best way to help them adjust is to provide adequate leadership so that employees can get through the changes they will be expected to accept (Marshak, 2005).

If employees feel supported and thoroughly understand the upcoming change, they are more likely to move through it with less resistance. The more lead time a person has to prepare, the higher the level of comfort that person will likely have with the changes (Kotter, 2011). Before any change takes place, all employees should be notified of what the changes will be and when they will occur. While it is not strictly required to explain why, the more information provided before implementation, the more likely employees are to understand the change (Kotter, 2011). Understanding can lead to acceptance, which goes a long way toward a smooth transition.

During the Change

The period during the change is the most critical (Anderson & Anderson, 2001). This is when things can — and do — go wrong if there has not been good communication beforehand. Employees may decide they will not comply with the change, attempt to cut corners, or simply make honest mistakes because they are not yet familiar with the new requirements (Kotter, 2011). Leaders and management can also struggle to ensure the change is being implemented correctly and that everyone is handling it properly (Kotter, 2011). Once the change has begun, it must be carried out; there is no going back for either management or employees.

Although changes are typically planned well in advance, this does not mean there cannot be glitches when the change is actually underway. What looked very good on paper may not translate well into real life (Kotter, 2011). If that is found to be the case, adjustments can be made throughout the process to ensure the change is implemented correctly and accomplishes its intended result.

The end goal of the change remains the same regardless of whether adjustments are necessary. The length of time a change takes will also depend on its nature, since some are far longer and more complicated than others. Larger changes should be planned over a longer period of time, in order to give employees time to adjust and ensure the change is carried out successfully (Whelehan, 1995).

After the Change

Once the change has been completed, employees and leaders must get used to performing activities differently (Kotter, 2011). The change may be minor, affecting only one department or a few employees, or it may be a sweeping policy affecting hundreds or thousands of people. Either way, those affected will have an adjustment period. Even with careful planning and implementation, changes are stressful and take time to absorb (Kotter, 2011). Some people will remain resistant even when they know they have no choice, and even when the change is clearly better for the organization. Some people are simply uncomfortable with any difference in their routine.

Because the organization is public, the change may also affect the people the organization serves. It could be strictly internal, or it could have an impact on the community. Either way, the behavior of leaders and employees will be different after the change simply because the change was required (Kotter, 2011).

Additionally, people who dislike change may feel fearful or uncertain about when the next change may come, or about what changing times signal for their future. This is to be expected, and there are no guaranteed approaches that will work with every individual. Methods of adapting to change that work for one person may not work for another (Anderson & Anderson, 2001; Kotter, 2011).