In the contemporary business world, many corporations are continually facing the challenge of having to adapt to the profoundly changing economic environments and customer preferences. They are forced to adapt to new technologies and implement new strategies to keep ahead of the competition. Integrating such radical changes leads to the implementation dip, a phenomenon that occurs as an organization incorporates innovation and strategies that require new skills and understanding among its workforce (Fullan & Ballew, 2004). As such, this results in a decline in productivity for a given period as the management and employees try to adjust to the new changes.
Since the implementation dip directly affects the workers and overall performance, it is crucial to understand its impact on organizational strategy. Understanding it enables organization leadership to deal with the psychological fear of change that workers undergo due to a lack of technical knowhow and skills needed to implement change (Kopelman, 2019). Consequently, the leadership can handle the situation critically through such tactics as ensuring that the performance does not stagnate and measuring success in terms of achievable results.
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In addition to that, understanding the implementation dip facilitates a smooth organizational transition into new changes in the future. This is due to the fact that past experiences are used as reference points. Leaders are able to explain why changes are crucial to institutional success while simultaneously creating opportunities for workers to air their concerns and contribute to problem-solving. According to Martinez (2018), guiding coalitions usually composed of high-ranking leaders and workers regarded as credible in the organization is an efficient approach that helps build support and overcome the challenges caused by an implementation dip.
On a further note, lack of a clear understanding of the implementation dip may consequently make the climb out of the dip much harder. This is because the level of energy and activities needed to keep progress on track can be destructing and monotonous (Fullan & Ballew, 2004). More so, leaders may occasionally be confronted with unforeseen events, deadlines, and crises that may require them to devoting extra attention and effort in the recovery process. Furthermore, an implementation dip creates conditions that prioritize and value learning for individual workers and teams, thereby eliminating the privacy of practice, which hinders improvement. Organizations can transform smoothly when they establish effective mechanisms for learning in the daily activities within an organization. People, on the other hand, make fundamental transitions through being exposed to many ideas and opportunities that encourage the development of behaviors such as technical and emotional intelligence as well as values (Martínez, 2018). These facilitate the reconciliation of the different opinions that arise when change occurs.
The implementation of change based on poorly formulated policies is attributed to a lack of proper understanding of the proposed change and its likely results. Understanding the implementation dip, therefore, facilitates approaching change as an optimal solution to desired outcomes that are in line with the mission and vision of an organization. An optimal solution enables the attainment of desired goals and not necessarily more goals that would lead to workforce dissatisfaction in the long run (Kopelman, 2019). Furthermore, it minimizes the chances of approaching change like a checklist scenario, which reduces disappointments that are occasioned by disruptions that destroy workflow.
In summary, the complex ecosystems in organizations, coupled with the top-down approach to implementing new ideas, necessitate the implementation of sustainable change between where an organization is and where it aims to be. This is in addition to the shared visions that need to be achieved. Subsequently, during an implementation dip, all ideas should get considered, be they those implementing change immediately or in the long run.
References
Fullan, M., & Ballew, A. C. (2004). Leading in a culture of change: Personal action guide and
workbook .
Kopelman, R. E. (2019). Improving Organizational Performance: The Cube One Framework .
Routledge.
Martínez, S. (2018). Enhancing change implementation through virtuous leadership. Routledge
Handbook of Organizational Change in Africa , 210-224. https://doi.org/10.4324/9781315630113-13
