WHAT WE LEARNED FROM FORCED, UNPLANNED CHANGE – Part 1
Burn to be heard”. This chilling statement echoes daily across South Africa, at times referred to as the ‘strike capital of the world’. The mobilisation often leads to organisations having to concede to unplanned, forced changes. In the field of organisational change, we know much about how to manage it, what people experience during change and how to build resilience to cope with all the changes. However, more understanding on how some of the unexpected, unplanned changes are forced upon organisations from a macro context will help us to learn from and better navigate the fluidity of change. We therefore need to understand the mechanisms of change.
Dr Natasha Winkler-Titus, president-elect of SIOPSA 2019/2020 and Consulting Psychologist focusing on organisational effectiveness, development and facilitating change and leadership development tell us more about this phenomenon in a 3 Part article featured in HR Future Magazine. The three-part series explore mechanisms in and around organisations that could lead to forced, unplanned change. Firstly, a comparison of the 2016 #Oursourcingmustfall mobilisation with the 2009 Marikana event, illustrating key lessons organisations should have learnt. Thereafter, in Part two, exploring identity enabled power mechanisms in and around organisations. The final part in this series will discuss the role of social mobilisation in unplanned change and tactics that can force change on organisations.
To read the first part, Click on the image below and go to Page 36.
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