Are you a Collaborator, a Resistor, an Anarchist?

[Jan Klimkowski]

I recently had cause to analyze change management theory, which is the "philosophy" (usually sold by consultants to management for hefty fees) of how to drive through change in an organisation.

This change will commonly result in job losses and, for the employees who survive, a regimen of more work for less pay on inferior terms and conditions.

Classic change management theory divides an organisation's employees into different categories:

- Collaborators;

- Adopters;

- The Ambivalent;

- Resistors;

- Anarchists.

See a change management analysis detailing how "change agents" (ie managers and supervisors) should deal with each category of employee here.

Here are some excerpts of guidance given by a change management consultant:

- Collaborators: "These people need to be rewarded for their actions on behalf of the change";

- Adopters: "These people can be leveraged to help implement the changes across the organization and need to be rewarded for their intelligence";

- The Ambivalent: "The Ambivalent comprise the bulk of the staff in the organization and they do not care who is in charge or what changes are being made so long as they are left alone to get their jobs done as before. They have been jaded by the "reorg of the month" and all of the management fads that have been started and have failed. They believe that if they keep their heads down and do nothing, a new management strategy will come along to replace the current one and they will be left alone. They don't see how the new strategy will improve their lives. These are the people to focus on and help them become supporters and adopters of the new changes";

- Resistors: "if the Change Agent is unwilling to listen to the Resistors, or if the Resistors are unwilling to work with the Change Agent, then the Resistors will sabotage the changes and must be identified and terminated quickly so their actions do not influence others to become Resistors";

- Anarchists: "Anarchists are those who are against changing or not changing in equal measure. They hated the previous leaders and they hate the Change Agent. They believe that only they know what is right for the organization and will not compromise on their single-minded beliefs and purposes. Anarchists cannot be turned, and will sabotage the strategy and vision at every opportunity. Anarchists must be identified and terminated quickly so their actions do not influence others to become Resistors or Anarchists".

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Classic change management theory focuses on using the Collaborators and Adopters to persuade the mass of employees - "The Ambivalent" - to accept the proposals for change.

There may be limited engagement with "Resistors", but essentially change management theory recommends not bothering to attempt to persuade the "Resistors" and "Anarchists" to accept the change proposals. Instead, they are cast into the wilderness. Or, in mundane terms, "Resistors" and "Anarchists" are selected for redundancy.

So, the moral compass of C21st global financial capitalism declares Collaborators and Adopters (aka Lackeys) as Heroes, and Resistors and Anarchists as Heretics to be cast out.

The great mass of employees are seen as sheep to be manipulated into accepting change which harms their families, friends and themselves.

This change management model is highly revealing.

The fundamental assumptions it reveals are clearly those applied by the Powerful across our nations and continents, in all spheres of life.