Risk Watch with Alberta Quarcoopome: Organisational change – a blessing or a curse? – The Business & Financial Times
“Adaptability is about the powerful difference between adapting to cope and adapting to win”. –Max McKeown
Dear Readers, There is an old adage that says literally that if water stays too long in a bottle, it smells. Standing pools of water gets contaminated, while constantly flowing streams of water are always fresh.
What’s a key advantage digital businesses have over banks?
Customer focus is now being designed into business models. Traditional bank business models may not support customer centricity because most were built in a different era and don’t align well with today’s digital goals. Banking channels largely remain segregated, for example. However, by reorganizing their structures and processes around the customer, banks can adapt quickly to digital advances and manage organizational change. Organizational change starts at the top and support for digital, customer-centric banking has to be pervasive, reinforced and measured.
The Change Process
Organizational change does not have to be a complex process. As mentioned last week, Kurt Lewin has a model of three steps. He described the three stages of organizational change as unfreezing, changing and refreezing.
Before you can cook a meal that has been frozen, you need to defrost or thaw it out. The same can be said of change. Before a change can be implemented, it must go through the initial step of unfreezing. Because many people will naturally resist change, the goal during the unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way.
According to Lewin, old behaviors, ways of thinking, processes, people and organizational structures must all be carefully examined to show employees how necessary a change is for the organization to create or maintain a competitive advantage in the marketplace.
To add to Lewin, I will also say that this period should be effectively used for a diagnostic study to know the origin and root causes of the organization’s problems, what their strengths are and how best fit people can be managed to ensure a smooth transition and not a “copy and paste” solution. Communication is especially important during the unfreezing stage so that employees can become informed about the imminent change, the logic behind it and how it will benefit each employee. It is believed that the more they know about a change and the more they feel it is necessary and urgent, the more motivated they will be to accept the change.
Now that the people are ‘unfrozen’ they can begin to move. Lewin recognized that change is a process where the organization must transition or move into this new state of being. This changing step, also referred to as ‘transitioning’ or ‘moving,’ is marked by the implementation of the change.
This is when the change becomes real and many people struggle with the new reality. This period is a period of the fear of the unknown and therefore difficult to implement. During the changing step people begin to learn the new behaviors, processes and ways of thinking. The more prepared they are for this step, the easier it is to complete. For this reason, education, communication, support and time are critical for employees as they become familiar with the change.
Again, change is a process that must be carefully planned and executed. Throughout this process, employees should be reminded of the reasons for the change and how it will benefit them once fully implemented. The concentration should be on the benefits of change not on the problems of the past. No finger pointing and threats of reprisal.
Refreezing
Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The changes made to organizational processes, goals, structure, offerings or people are accepted and refrozen as the new norm or status quo. Lewin realized that if this is not done, people are likely to revert back to their old ways of thinking or doing prior to the implementation of the change.
Efforts must be made to guarantee the change is not lost; rather it needs to be cemented into the organization’s culture and maintained as the acceptable way of thinking or doing. Positive rewards and acknowledgment of individualized efforts are often used to reinforce the new state because it is believed that positively reinforced behavior will likely be repeated. There is a note of caution here, the stage of refreezing is not absolute because there is still an element of change going on. However the main function and features of the newly changed organization should be cemented.
Change Agents
We all know that change cannot be successful without agents. Who is responsible for managing planned change activities? The answer is Change Agents. These change agents can be managers or non-managers, employees of organization or outside consultants. There are three categories of change agents:
Never underestimate the power of internal staff! Unless they are empowered one cannot judge their capabilities. These are employees who have knowledge about the organizations’ problems and have experience of improving the situation. Such persons are usually assigned a responsibility of facilitating the change through mentoring and leading staff to blend with the new changes, without coercion. They are also mentors and role models in the system who can influence people.
These are the individuals or small group within the organization designated to serve with the external change agent so that intervention could be implemented effectively with their help.
Questions to Ponder for all Change Agents
External Change Agent
Internal Change Agents
The People/The Human Caputal
An organization cannot reap the benefits of change without people. If one examines the sources of operational risk, one finds that people risk is one of the most dangerous aspects and can hit a bank’s bottom line within a twinkle of an eye. Internal fraud in banks, especially when it is done in connivance with external fraudsters results in massive losses to banks. Let me also ask you the following questions for you to ponder over:
Conclusion
To my young readers, please accept any posting and transfers assigned to you on the job. The change, however drastic it seems to you may be the source of your future shining light. You are being prepared for the greater things ahead of you and in every circumstance, look for the positives and opportunities there and take advantage.
Sometimes you may feel that is an obstacle to your career aspirations but remember, as human as we are, we always propose, but it is God who disposes. No experience is ever wasted if you use it wisely. God can use what you’ve been through to develop you into the person He intended you to be.
I hope you now see that change is rather a blessing and not a curse.
ABOUT THE AUTHOR
Alberta Quarcoopome is a Fellow of the Institute of Bankers, and CEO of ALKAN Business Consult Ltd. She is the Author of two books: “The 21st Century Bank Teller: A Strategic Partner” and “My Front Desk Experience: A Young Banker’s Story”. She uses her experience and practical case studies, training young bankers in operational risk management, sales, customer service, banking operations and fraud.
CONTACT
Website www.alkanbiz.com
Email:alberta@alkanbiz.com or [email protected]
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