Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps

Abstract

Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.

Keywords

• change management
• change risk
• ethical change