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Change Management Plan Paper and Defense: Crys-Tel
Rapid change pervade today business environment and a company success often hinges on
its ability to effectively adapt to this change. Companies that establish change management
strategies and design organizational structures conducive to open communication and
teamwork, often fair better than those stuck with a purely hierarchical structure. Crys-Tel
Telecommunication Company is based on Illinois and offers a diverse line of products and
services. Crys-Tel is experiencing regular changes in both the administrative and
technological side of the business. Crys-Tel management is concerned with optimizing
flexibility, promoting innovation and coping with frequent change and has decided to
apply behavioral change techniques through the use of a consultant in order to build a
culture that can sustain constant change.
Through climate and employee satisfaction surveys, Crys-Tel isolated several negative
implications change will have on the company if CrysTel management leaves the present
structure and processes as is. These behavioral implications also serve to stress why the
current situation is not conducive to transformation and how these two departments might
even serve to undermine change efforts. Employees in both the Sales and Delivery and
Marketing departments expressed concern over the lack of communication among
Crys-Tel departments and the power levels. Employees surveyed also felt that managers do
not lead by example, that there is little company mentoring, teams do not feel empowered,
and that both departments lack a culture of risk-taking and conflict resolution. Change in
such an environment would likely result in operational confusion, a faltering commitment
to Crys-Tel mission and, eventually, low employee morale. (UOP, 2008).
Failure to concentrate on the implications of change on the current structure will
negatively affect the Crys-Tel; the ramifications of not addressing the change implications
are potentially lethal. CrysTel currently lacks the open and honest communication
necessary to limit opposition and, therefore, the net result would be excessive passive or
active resistance that could completely derail the company competitive edge. Another
ramification of operational confusion resultant of too much change or ill-defined
procedures and functions could lead to organizational paralysis because employees no
longer understand company processes. This in turn creates deep frustration and even
resentment among the workforce. Finally, if employees fail to understand the reason
behind the change and/or the company new vision, commitment to strategies and goals
will waver and morale will plummet. Employees might manifest their frustrations in muted
creative problem-solving and/or an outright unwillingness to adapt.
The Lewin three-stage change model is the most appropriate for Crys-Tel. This three step
