Change Is Never Easy One of the Case Study

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Change Is Never Easy

One of the hardest things for any company to accomplish is graceful change. This is true for at least several reasons. The first is that change is psychologically difficult: Letting go of the known for the unknown, even when the unknown is likely to be a good deal better, can seem fraught with numerous perils. The other major reason that change can be so difficult for companies and other large organizations is that group enterprises require a relatively high level of stability and predictability to thrive. Even an organization that is composed of highly skilled, intelligent, and flexible people cannot change as quickly as can a single individual. This is simply too much inertia in the system and too many specific relational dynamics that have to be shifted for change to occur as quickly as can be the case with an individual.

That said, it remains the case that organizations do have to change, sometimes relatively quickly and often quite dramatically.

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How effectively they are able to do so depends on a widely ranging set of factors, including both the nature of the organization, how large it is, the reasons for changes, and the type of leadership that it has access to. This paper examines some of the dramatic changes that occurred at CMIG and how the company and its leaders acted and reacted during a merger and the consequent shifting of personnel, priorities, and resources.

CMIG, like any other business (or organization) facing change, experienced a certain amount of inertia. In organizational terms, inertia can be analyzed in the following way, according to Amburgey, Kelly, & Barnett (1993). Organizations can be assessed as belonging to either a flexible framework or an inflexible one, but a more productive analytical model should combine the two. These researchers defined the concept of "the structural inertia model" as existing in organizations conceived of "as structured systems of routines embedded in a network of interactions with the external….....

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