The need to communicate urgency during change Essay Example

workforce consolidation and streamlining. However, when a new General Manager HR was appointed, acknowledging the difficulties faced by Pilkington created a sense of urgency among employees. This example emphasizes the significance of senior management support in bringing about successful changes.

Similarly, a leading US manufacturing company experienced failed changes due to a lack of communication. They decided to divest their subsidiary manufacturers without proper explanation, causing negative reactions from employees who perceived it as unnecessary change and felt increased anxiety as a result.In a study on readiness for change, employees perceived the change as unnecessary and unsettling, as indicated by low scores in discrepancy and appropriateness. Duncan (1987) stresses the significance of employee motivation in successful change efforts. The study also reveals that employees often question the need for change when they observe no alteration in their current occupation. By effectively communicating the need for change, along with external competitive pressures and management support, negative responses can be minimized. Leaders must motivate employees to see the current environment as more dangerous than the unknown, encouraging them to embrace new requirements. This motivation enables employees to continue driving change instead of reverting back to previous behavior.
While most research focuses on why change fails, Dutton & Duncan (1987) highlight the importance of studying successful change. In their 1987 publication, Duncan introduces the term 'Strategic Issues' to describe events or advancements that have not yet been decided upon but could impact current or future strategy. Strategic Issue Diagnosis (SID), which can be observed in Appendix 3, involves analyzing and interpreting these strategic issues. This model emphasizes Assessment for Urgency as a crucial component in facilitating change. It suggests that

urgency and feasibility assessments help understand and clarify an issue, which is necessary for facilitating change.The text highlights various models that have emerged in recent decades to guide businesses in managing change, including Kanter et al.'s Ten Commandments for executing change (1992), Kotter's eight-step process for successful organizational transformation (1996), Luecke's seven steps (2003), and Mento et al.'s addition of General Electric's (GE) seven-step change acceleration process (2002). Mento et al. based their model on the actual change process observed in a Fortune 500 defense industry company. The paper emphasizes that the starting point of a change effort should focus on identifying what needs to be changed, what new product should be introduced, or what specific innovation could give a significant advantage over competitors. This can be achieved through the development of creative tension, which involves communicating a sense of urgency. According to Senge (1990), creative tension arises when an organization recognizes its desired future state and honestly assesses its current state. The gap between these two states creates tension and disrupts the status quo, highlighting the need for change. Deutsche Lufthansa Airline Group effectively transformed their company's profile from 1991 to 2004 through implemented change initiatives (Bruch et al., 2005).The collapse of the airline industry after the September 11 terrorist attacks in 2001 was successfully endured by Lufthansa, while many other airlines went bankrupt (REFERENCE NEEDED). The change program of Lufthansa, called "D-Check - Keeping Leadership," serves as evidence of the crucial role that a sense of urgency plays in successful change initiatives. It is recognized that generating a sense of urgency from the beginning is essential for effective change efforts (Bruch et al

2005). Ghoshal (2004) emphasizes the importance of initiating change through visible and tangible activities to maintain momentum throughout the process. This approach helps ensure that desired outcomes are achieved. A study conducted by Narine & Persaud (2003) focused on organizational change efforts within the healthcare industry, specifically aimed at improving quality through Total Quality Management (TQM). However, their findings suggest that these programs did not achieve their intended goal of enhancing service delivery. Nevertheless, their analysis provides valuable insights into improving the chances of successful change management within healthcare. One significant finding from this research highlights the need to gain commitment to change by ensuring organizational readiness and fostering dissatisfaction with the current state.The importance of effectively communicating urgency during periods of transformation is further highlighted in various studies. For instance, Huq and Martin (2000) found that the failure to communicate urgency from management to frontline employees significantly contributed to the unsuccessful adoption of TQM. Similarly, Kachinowski (1997) discussed methods such as accountability, benchmarking, performance measurement, and evidence-based decision-making as effective ways to communicate urgent needs in healthcare. These methods drive the demand for change by providing easily identifiable tools for understanding the consequences of not implementing it.

A real-life example of a company facing the need for significant change is Glaxo Wellcome (now Glaxo Smith Kline), a major pharmaceutical company. They recognized several motivations for change, including greater efficiencies in drug development, changes in regulations, rising healthcare costs, and advancements in biotechnology (James & Ward, 2001). To successfully implement their change program and maintain competitiveness through reduced product cycle times, Glaxo Wellcome utilized a multinational dispersed team that acknowledged the urgent need for change (James

& Ward, 2001).According to Ward's research findings (2001), understanding and managing each client section's requirements in a targeted manner is crucial due to the increasing complexity of managing client needs in today's world. The text discusses various external challenges that make conducting tests more complex, such as regulatory demands and higher expectations for medical personnel. It also explains how urgency played a crucial role in the success of a transformation initiative. The concept of "Creative Tension" is introduced and further explored. Creative tension highlights the gap between the current state and desired future state, creating a sense of urgency and motivating stakeholders to strive for change because of its benefits. Instead of relying solely on dissatisfaction with the current state, creative tension encourages independent progress. Martin Luther King Jr.'s speech, "I had a Dream," serves as an example of creative tension by repeatedly drawing attention to racism's harsh realities to prompt acknowledgement and action. Despite its age, this speech still inspires change today, highlighting valuable lessons from King's approach that emphasize addressing the current state while envisioning the desired state in order to truly visualize change. The text notes that motivation for change usually arises when external forces make the situation bad enough. Furthermore, it discusses using creative tension as an effective method to motivate and facilitate change.The text discusses the significance of creating a sense of urgency in driving successful transformational change. It uses Sears, a struggling department store chain, as an example to demonstrate this concept. Under previous leadership, employees felt powerless and unquestioningly followed directives. Attempts at decentralization resulted in shop managers losing their power and knowledge, with corporate experts believed to

have a better understanding of the local market than local employees. However, when Martinez became CEO in 1992, he recognized the need for drastic changes and created a sense of urgency by setting challenging goals such as quadrupling profits, reversing losses, increasing market share, and improving customer satisfaction within two years. The importance of effective communication of this urgency to stakeholders is also highlighted. The text references John Kotter's book "Leading Change" as the foundation for his 8-step process but emphasizes that simply creating a sense of urgency is not enough; it must be communicated dramatically and widely especially in crisis situations like Pilkington Australasia where the workforce was unaware of serious consequences leading to unpreparedness. Motivation from employees within the organization plays a crucial role in achieving momentum for changeHowever, more than 50% of companies fail to prioritize the initial step in implementing a change (Kotter 1996). Neglecting this step is often due to complacency, which is a major factor in organizational failure to achieve change. In many cases, top management underestimates the challenges of getting people out of their comfort zones (Pascale, Millemann et al 1997). The example of Sears and their new CEO Martinez demonstrates the need for urgency in driving change as it serves as a visible signal of new leadership (Pascale, Millemann et al 1997). This sense of urgency is also crucial for implementing change within specific departments or divisions. Although this initial stage may seem easy, its significance should not be overlooked as it establishes the framework for all subsequent actions in the change initiative. If urgency to change is not effectively communicated and there is a lack of

support from stakeholders, the change effort can fail before it even begins. Communicating urgency during good times can be challenging but offers more resources to support the change. Conversely, when facing losses, resources may be tighter and there becomes a greater need to move quickly (Kotter 1996). Many journal articles emphasize making the current situation more dangerous than staying in familiar territory as a key strategyAccording to Kotter (1996), effectively communicating urgency is crucial. This point is illustrated by a scenario in which a Chief Executive Officer caused the largest accounting loss in the company's history. This example demonstrates how the communication of urgency greatly impacts the success of organizational change. Various aspects of conveying urgency play a vital role in organizational change, including defining and effectively communicating it. Complacency poses a major threat to organizational change due to conservatism, lack of pressure, and ignorance of issues at hand (Kotter, 2008). Kotter's extensive research has made him a respected authority and has influenced academic studies. From the literature review, I support Kotter's model that emphasizes communicating urgency as an initial stage for successful organizational change. The findings clearly indicate that organizations achieving success in major transformations have effectively conveyed a compelling need (urgency) to change their business practices.However, there are still areas requiring further research.Less than 15 companies studied by Kotter (2006) successfully underwent transformation suggesting there is much work left to be done.The importance of tailoring best practices to each organization's unique culture, structure, and reactions cannot be overstated.It is crucial to assess an organization's strengths and weaknesses prior to making any changes, in order to effectively utilize its potential for driving change. Continuous

research is essential for staying updated on the latest advancements in the constantly changing business environment, particularly regarding the internet's influence on business operations. Although there is no concrete data on which demographics are more resistant to change, it is important not to make assumptions without conducting thorough research. By identifying age groups that may demonstrate resistance, leaders of change can address these obstacles and enhance the likelihood of successful transformative change.