David Gleicher created the formula for change in the 1960s, and it was improved in the 1980s by Kathie Dannemiller. The formula is mistakenly attributed to Beckhard and Haris, who popularized it in their earlier publications in the1970s. The formula was simplified to C= D × V × F > R by Kathie Dannemiller, where C represents Change, D represents Dissatisfaction, V represents Vision, F represents the First steps taken, and R represents Resistance.
Change
Change can be defined as any deviation from the original. In an organisation, change can take many faces; that is to say, change in role, organisational structure, technology, and also employees (Suomela, 2019). Change will not occur if the people affected are not willing to evolve, but it can be induced with enough motivation. People need to be made aware of their dissatisfactions before they are willing to change (Suomela, 2019). Furthermore, change is inevitable, and it can either be positive or negative. That is to say, change is always affecting people, both at work and in their personal lives, but they only have to take charge of how the change affects their lives. In an article by Suomela (2019), a Greek scholar, Heraclitus, is quoted saying, “The only thing permanent is change,” with these words, this scholar briefly defined change. However, for change to occur, certain steps must be undertaken; there must be a problem to spark the change, and with the obstacle comes a solution.
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Dissatisfactions
Change will not occur if the concerned people are contented with the current situation. Change only occurs with dissatisfaction, and the degree of dissatisfaction directly affects the magnitude of Resistance to the change (Cudanov et al. 2019). That is to say, the higher the dissatisfaction, the lower the Resistance, and vice versa. In some cases, awareness and encouraging expression of self among people is required to point out the present limitations, hence planting a desire for change among the people. People do not know that they are at a disadvantage unless they are shown something better. With this kind of approach, a desire is created, leading to a vision and hence change.
Vision
According to Cudanov et al., (2019), a vision must be appealing, understandable, achievable, and shared among all employees with the aim of creating a positive attitude towards the coming change. This kind of vision helps reduce employee resistance and encourages quick action to achieve the desired goal. Leaders are vital in this stage of change because they must be able to communicate and share their passion with the affected people. People will accept change only if they believe in the vision. A poor vision or lack of vision can act as significant resistance to change.
First steps
These are the first actions taken to implement the desired vision. Without action to support the vision, change will remain a dream. A leader ought to involve his or her charges in the early stages of vision implementation. This gesture instills a sense of ownership among the affected people, and thus the affected individuals will stand with the upcoming change to completion. Involving the affected people like employees in changing an organisation's structure usually provides a chance for employee expression on the aspects to be changed, hence increasing the chances of success of the proposed change (Cudanov et al., 2019). Implementation of change without involving the people to be affected by the particular change has always proved to be catastrophic.
Resistance
Most attempts to change fail due to human issues (Suomela, 2019). Examples of these human issues include; government policies, employee resistance, little or no orientation, insufficient funds, little or no communication, incompetent leaders, and sometimes culture and beliefs. According to Suomela (2019); Cudanov et al., (2019), and Cady et al., (2014), Resistance poses the biggest hindrance to efforts to change. Change also sometimes faces Resistance because the people who are supposed to embrace the change do not know why they need change. These people are not aware of their dissatisfaction, which is why awareness campaigns to the affected people are required before the change is implemented. It is also speculated that it is human nature to resist change since it is usually associated with costs, which most people do not wish to incur (Cady et al., 2014). Furthermore, failure to harness the most basic vision and leadership requirements can pose a significant obstacle to the change efforts.
Conclusion
David Gleicher's formula for change effectively covers both the necessary aspects that ensure change and its limitations. Considering Kathie Dannemiller's modifications of the original formula, change can only occur when the product of Dissatisfactions, Vision, and First steps exceed the Resistance. Elimination of any of the required steps, that is, Dissatisfaction, Vision, and First steps, will lead to a higher value of the Resistance than the product value; hence there will be no change. However, in the absence of Resistance, change would be swift.
References
Suomela, J., 2019. People and Change. Change management from a people Perspective. University of Applied Sciences. http://urn.fi/URN:NBN:fi:amk-2019052211371
Cudanov, M., Tornjanski, V., and Jasko, O., 2019. Change equation Effectiveness: Empirical evidence from South-East Europe. https://doi.org/10.15240/tul/001/2019-1-007
Cady, S. H., Jacobs, R., Koller, R., and Spalding, J., 2014. The Change Formula. OD PRACTITIONER. Vol.46 No. 3. Referred March 2019. https://c.ymcdn.com/sites/www.odnetwork.org/ resource/resmgr/ODP_46_3/vol46no3-cady_jacobs_koller_.pdfC
