Fear of change? A myth!

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Abstract
It is a commonly heard preconception that the ‘lower down’ an organisation one looks, the more rigid are people's attitudes. Research was carried out in a number of companies to discover the extent to which this conception corresponds to reality. The conclusion is that change is an emotional issue. People are willing to change, they just don't want to be changed. The extent to which people are willing to change depends very much on the management of change. The research discloses that there are basically three sets of attitudes of people towards change. It gives characteristics of good and bad management of change. It defines four change strategies and outlines which strategy is to be used when and where. The initial situation, characterised by a newly defined quantity, the potential for change, plays an important role in this choice, together with the time pressure and the complexity of the change process.

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