Managing change

Some organisations change mainly in response to external circumstances (reactive change); others change principally because they have decided to change (proactive change).Changes made in an organization invariably affect people and processes. It is in this context that the writer intends to review or deal with change as it affects the restructuring in the oil and […]

Some organisations change mainly in response to external circumstances (reactive change); others change principally because they have decided to change (proactive change).
Changes made in an organization invariably affect people and processes. It is in this context that the writer intends to review or deal with change as it affects the restructuring in the oil and gas industry and how the Reforms can invariably affect people, both professionally and socially.
It is difficult for people to assimilate change because of the fear of the unknown. Most people therefore need to be persuaded to be persuaded to accept change for certain reasons. The reality is that every human grouping has some forces within it which keeps it together and provides it with reasons to change or adapt.
While discussing with staff of the Ministry of Petroleum Resources, some explained that the reform may affect them either positively or negatively. Positively, because a few think it could lead to increase in salaries and therefore better lifestyles. It may also lead to reducing the wide disparity within the core civil service to a minimal level. Some opined that the reforms will enable professionals to be major stakeholders in the new organizations that would emerge who will put their wealth of experience in the areas of productive efficiency and make better use of resources. Another set of staff held the view that the exploitation in the oil and gas industry will be enhanced for the common good.
On the negative side are those who entertain the fear that they will ultimately lose their jobs. Others opined that the reforms will trigger the posting of non-professionals to other ministries with its concomitant relocation of families from the federal capital city.
However, what is certain is that ‘change’ is inevitable and with time people will no doubt adjust and possibly be better off. Creating awareness and elaborating on the benefits of change is very important and cannot be overemphasized. In the instant case the overall aim is to boost the productive sectors of the economy for a very stable, virile and egalitarian society.
To avoid resistance to change there is a need to focus attention and energy on removing or at least weakening the fears associated with change. Thus the initial policy should not be ‘how can we persuade them of our arguments for change’ but rather what are their objectives, fears and how can we deal with them?  These fears can be effectively removed or reduced to the barest minimum with very effective enlightenment campaign or awareness at workshops, seminars and conferences. In the long run, the people are better off when the dividends of change are finally forthcoming. It is hoped that some of the suggestion proffered above will go a long way in handling this.
Adewunmi Ogunnaike<[email protected]>;