cameron and green making-sense-of-change-management

The applicationsNoer’s research is useful for illuminating the short, medium andlong-term impact of change. He also suggests how a manager can interveneon a number of levels to help smoothen and perhaps quicken thechange process.Table 5.2 looks at the individual and organizational short to long-termimpact that redundancy can produce. Many of these feelings are notnecessarily disclosed: some are acted upon, others just experienced internallybut having a clear effect on morale and motivation. Table 5.3suggests a breakdown of what feelings are disclosed and undisclosed.You might notice that many of the feelings found among those goingthrough this process are precisely the same ones that Kubler-Rossdescribed in her work on the change curve (1969).Table 5.2The individual and organizational short to long-termimpact of redundancyIndividual impactOrganizational impactShort to Psychological contract broken Reduced risk takingmedium term Job insecurity Reduced motivationUnfairnessLack of managementDistrust and sense of betrayal credibilityDepression, stress, fatigue Increased short-termismWanting it to be overDissatisfaction withGuiltplanning andOptimismcommunicationAnger over the processSense of permanent changeContinued commitmentMedium to Insecurity Extra workloadlong term Sadness Decreased motivationAnxietyLoyalty to job but not toFearcompanyNumbnessIncreased self-relianceResignationSense of unfairnessDepression, stress, fatigue regarding top managementpay and severanceSource: summarized from Noer (1993). Reprinted by permission of John Wiley & Sons, Inc.210