Fad Labelling: The Curse that Can Kill Organisational Change

Abstract

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Discontinuous change in the New Zealand police service – A case study

“…The primarily negative experience officers recounted of previous change programmes was projected directly upon P2. Consequently P2 was labelled as``just another change programme'' and`j ust another golden banana'' and failed to elicit widespread participation and Journal of Managerial Psychology 16,1 10 support (Dunsing and Matejka, 1989). As a result the statements of change agents were taken with``a pinch of salt'' and ongoing operational problems (predominantly technology, budget and staff related) were rightly or wrongly associated with P2 which further entrenched scepticism: This pattern, exacerbated by a lack of shared mindset, led officers to question the credibility and motivation of change agents and consequently P2:…”

“…The ability of change initiators to separate a new change initiative from past efforts is vital to the acceptance of change and the renegotiation of personal compacts (Strebel, 1996;Kanter et al, 1992;Bartunek and Moch, 1987). Change programmes must therefore avoid labelling a new initiative in a similar manner to the past, but instead capture attention by marketing the new programme as an innovative, relevant and sincere attempt to better the cause of the organisation and individual (Dunsing and Matejka, 1989).…”

“…Although hopeful that P2 would be beneficial, the failure of change agents to align the vision, culture and implementation process saw individuals question the ability, credibility and sincerity of``the administration''. With little understanding of the implications that the development of P2 would have for the future of the organisation and individuals the programme was relegated to the status of an insignificant``fad'', further entrenching the cynical and sceptical response to change (Dunsing and Matejka, 1989).…”