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Implementing Change
The final step in the change process is implementation. A new, creative idea will not benefit the organization until it is in place and being used. Earlier in this chapter, we described some of the reasons that people resist change. Strategies for overcoming resistance and implementing change typically involve three approaches: making people aware of the need for change by creating a sense of urgency, analyzing resistance through the force-field tech- nique, and using selective implementation tactics.

CReate a sense of uRgenCy
Many people are not willing to change unless they perceive a problem or a crisis. A cri- sis or strong need for change lowers resistance. To effectively lead change, managers help people feel the need for change rather than just giving them facts and figures. Consider Peter Löscher, the first outsider ever hired as CEO of Siemens, who says, “Never miss the opportunities that come from a good crisis.” Löscher stepped in at a very difficult time, with the company facing bribery charges, and he needed to make massive changes in the struc- ture and culture of Siemens. He spent his first 100 days traveling around the world talking with employees about how the bribery scandal had tarnished Siemens’s proud heritage.98 Sometimes, though, there is no obvious crisis. Many organizational problems are subtle, so managers have to recognize and then make others aware of the need for change.99 A need for change is a disparity between existing and desired performance levels.

aPPly foRCe-fielD analysis
Force-field analysis grew from the work of Kurt Lewin, who proposed that change was a result of the competition between driving and restraining forces.100 Driving forces can be thought of as problems or opportunities that provide motivation for change within the organization. Restraining forces are the various barriers to change, such as a lack of resources, resistance from middle managers, or inadequate employee skills. When a change is introduced, managers should analyze both the forces that drive change (prob- lems and opportunities) and the forces that resist it (barriers to change). By selectively removing forces that restrain change, the driving forces will be strong enough to enable implementation, as illustrated by the move from A to B in Exhibit 11.6. As barriers are reduced or removed, behavior will shift to incorporate the desired changes.
Just-in-time ( JIT) inventory control systems schedule materials to arrive at a com- pany just as they are needed on the production line. In an Ohio manufacturing company, management’s analysis showed that the driving forces (opportunities) associated with
the implementation of JIT were (1) the large cost savings from reduced inventories,
(2) manpower savings from needing fewer workers to handle inventory, and (3) a quicker, more competitive market response for the company. Restraining forces (barriers) that managers discovered were (1) a freight system that was too slow to deliver inventory on time, (2) a facility layout that emphasized inventory maintenance over new deliveries,
(3) worker skills that were inappropriate for handling rapid inventory deployment, and
(4) union resistance to loss of jobs. The driving forces were not sufficient to overcome the restraining forces.
To shift the behavior to JIT, managers attacked the barriers. An analysis of the freight system showed that delivery by truck provided the flexibility and quickness needed to schedule inventory arrival at a specific time each day. The problem with facility layout was met by adding four new loading docks. Inappropriate worker skills were improved with a training program to instruct workers in JIT methods and in assembling products with uninspected parts. Union resistance was overcome by agreeing to reassign work- ers no longer needed for maintaining inventory to jobs in another plant. With the re- straining forces reduced, the driving forces were sufficient to allow the JIT system to be implemented.