07 May Discussion Response
Currently, I am experiencing the effects of complacency as my new manager implements new processes and procedures. This is difficult for my other team members to accept as they have been employed with the corporation for over 10 years. I, on the other hand, embrace the changes as they are more efficient and effective. If properly performed, productivity would increase significantly. While new management is attempting to streamlines processes, he lacks people management skills. He would benefit from adhering to Jack Welch’s six practices for people management. Particularly, the fourth practice which suggests charging relationships with different level employees. Specifically, eradicating the disrupters, the employees who refuse the new SOP. (Welch, 2005) The complacency is ongoing. It began when new management began to implement new procedures and processes. The senior employees have rejected the new standards which has decreased productivity. Process times have increased dramatically resulting in disgruntled and frustrated customers. Because I am currently experiencing the effects of complacency, I am not sure if the situation is being dealt with properly. For example, I have received added responsibilities in my position. As a result, I have cross trained with one of the disruptors to help speed up the process. The person in which I am referring is very similar to the disrupter described by Jack in Winning. This disruptor has seniority and expansive process knowledge which makes her valuable to onboarding management. As described by Kotter in Leading Change, increased urgency ultimately results in a decrease in complacency. Establishing urgency involves a confident leap into the unknown. It would be almost impossible to make such a bold leap without eradicating complacency, to some degree. (Kotter, 2012) For example, in my current situation, I believe my management should make a bold move and force the disrupter into retirement. The other alternative would be to take Jack’s advice and remove the “poison”. (Welch, 2005) In my opinion, focusing on customer satisfaction should have been the catalyst for change. When customers began complaining and demanding payment for services rendered, management should have began implementing Jack’s six practices for people management. Although I am experiencing my own frustrations because of complacent disrupters, I can only hope management is devising a plan.
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