2024

Managing Organizational Change

Written coursework including personal reflection

Muhammad Haris 20054902
SUBMISSION DATE: 10/01/2024
WORD COUNT (EX TABLE&REF): 3319
Table of Contents
Introduction to the Glenrothes Colliery Case............................................................................................................................1
Significance of the Coal Industry in the 1980s (Pallett, 2022)..............................................................................................1
Introduction to the Conversational Framework and its Relevance to Organizational Change.............................................1
Background of Glenrothes Colliery...........................................................................................................................................2
Historical Overview Before the 1980s..................................................................................................................................2
Economic and Social Significance in Fife, Scotland...............................................................................................................2
Overview of the Coal Industry in the UK During the 1980s (The miners' strike of 1984-5: An oral history)..........................2
Force Field Analysis of the Decline of the Coal Industry...........................................................................................................2
Driving Forces...................................................................................................................................................................... 2
Restraining Forces................................................................................................................................................................3
Interaction of Forces............................................................................................................................................................ 3
Application of Conversational Framework in the Context of Worker and Union Resistance, Communication Strategies, and
Leadership Style (Cooper, 2000)...............................................................................................................................................4
2.1 Resistance: Worker and Union Resistance.....................................................................................................................4
Worker Resistance.......................................................................................................................................................... 4
Union Resistance............................................................................................................................................................. 4
2.2 Communication: Strategies and Examples.....................................................................................................................4
Ineffective Communication.............................................................................................................................................4
Effective Communication................................................................................................................................................4
Leadership Communication............................................................................................................................................5
2.3 Leadership: Style and Decisions.....................................................................................................................................5
Leadership Style in the Coal Industry (AusIMM, Leadership in mining sector)................................................................5
Comparison with Other Leadership Theories..................................................................................................................5
Comparative Analysis: Conversational Framework vs. Kotter’s 8-Step Change Model vs. Lewin's Change Management
Model....................................................................................................................................................................................... 5
Conversational Framework (The conversational framework 2022)......................................................................................5
Kotter’s 8-Step Change Model (Bedard, 2023).....................................................................................................................5
Lewin's Change Management Model (Malik, 2023).............................................................................................................6
Ethical Considerations in Organizational Change......................................................................................................................6
Reflective Analysis: Case Study, Conversational Framework, and Personal Experiences..........................................................7
Connecting Case Study and Personal Experiences...............................................................................................................7
Learning from the Conversational Framework.....................................................................................................................7
Informing Future Practices and Decision-Making................................................................................................................7
Conclusion: Summarizing Key Findings and Reflections............................................................................................................7
Key Findings......................................................................................................................................................................... 7
Reflections and Broader Implications..................................................................................................................................8
Final Thoughts...................................................................................................................................................................... 8
References........................................................................................................................................................................... 8
Introduction to the Glenrothes Colliery Case
The Glenrothes Colliery case revolves around a significant organizational change in an Australian
coalmine organization. The central issue was the introduction of a new employee performance
appraisal system by the CEO, which was met with considerable resistance from miners and other
non-management employees. Key aspects of the case include:

 Lack of Employee Involvement: The new system was implemented without consulting or
involving the employees in its development.
 Resistance to Change: Employees, particularly miners, resisted the change, viewing it as a
threat to their occupational identity and community.
 Managerial Perspective vs. Employee Perspective: Management perceived the change as
rational and necessary, while employees saw it as an imposition and a threat.
 Political and Cultural Dynamics: The case highlights the role of power, politics, identity, and
culture in organizational change.

Significance of the Coal Industry in the 1980s (Pallett, 2022)

 In the 1980s, the coal industry was a vital sector globally, with significant economic and
industrial implications:
 Economic Importance: Coal was a major source of energy and a key driver of economic
growth, particularly in industrialized nations.
 Employment: The industry provided substantial employment opportunities, supporting large
communities.
 Technological and Environmental Challenges: The decade saw increasing technological
advancements and growing environmental concerns regarding coal use.
 Global Politics: Coal played a significant role in global politics, with its distribution and
control affecting international relations.

Introduction to the Conversational Framework and its Relevance to Organizational

Change
The Conversational Framework is a theoretical model that focuses on the role of communication in
organizational processes, including change management. Its relevance to organizational change
includes (Cornescu & Adam, 2016):

 Facilitating Understanding and Engagement: It emphasizes the importance of dialogue in

helping employees understand and engage with change initiatives.
 Managing Resistance: Effective communication can address concerns and misconceptions,
reducing resistance to change.
 Cultural Transformation: Conversations can shape and transform organizational culture,
aligning it with new objectives.
 Empowering Employees: Open dialogue empowers employees, making them active
participants in the change process rather than passive recipients.

In the context of the Glenrothes Colliery case, applying the Conversational Framework could have
potentially mitigated resistance by involving employees in meaningful dialogue about the change,
addressing their concerns, and aligning the new appraisal system with their identity and cultural
values. This approach underscores the importance of communication in effectively managing and
facilitating organizational change (Nielsen et al., 2009).
Background of Glenrothes Colliery
Historical Overview Before the 1980s
Glenrothes Colliery, located in Fife, Scotland, has a rich history that dates to the early 20th century.
The colliery was one of many in the Fife coalfield, an area with a long-standing association with coal
mining. The development of Glenrothes Colliery was part of the broader industrialization of
Scotland, which saw a rapid expansion of coal mining to fuel the growing demands of the industrial
revolution and the subsequent wars (SLEEMAN, 1987).

During its early years, Glenrothes Colliery played a pivotal role in the local economy, providing
employment to a significant portion of the population in Fife (McCollum et al., 2021). The colliery,
like many others in the region, was not just a workplace but a central part of community life,
influencing the social and cultural fabric of the surrounding area. Mining communities were tightly
knit, with generations of families often working in the mines.

Economic and Social Significance in Fife, Scotland

In Fife, coal mining, and specifically the operations at Glenrothes Colliery, was more than an
industry; it was a way of life. The colliery provided not only jobs but also shaped the identity of the
region. The economic prosperity of the area was heavily dependent on the success and stability of
the mining industry. Social structures, community activities, and even local politics were deeply
intertwined with the fortunes of the colliery (Tian et al., 2016).

Overview of the Coal Industry in the UK During the 1980s (The miners' strike of
1984-5: An oral history)
By the 1980s, the coal industry in the UK, including Glenrothes Colliery, faced significant challenges.
The decade marked a period of substantial change and turmoil for the industry. The government,
under Margaret Thatcher, was moving towards energy diversification and reducing reliance on coal.
This shift led to the closure of many mines and significant job losses, sparking widespread industrial
action and strikes, most notably the miners' strike of 1984-85.

Economically, the coal industry was grappling with increasing costs, competition from cheaper
imported coal, and the need to invest in newer, more efficient mining technologies.
Environmentally, there was a growing awareness of the impact of coal mining and burning on air
quality and climate change, leading to stricter regulations.

The 1980s were a pivotal decade for the coal industry in the UK, marking the end of an era for many
traditional mining communities and heralding a period of significant economic and social transition,
particularly in areas like Fife, where mining had been a cornerstone of community life for
generations.

Force Field Analysis of the Decline of the Coal Industry

Driving Forces
1. Economic Challenges and Market Competition: A primary driving force behind the decline of
the coal industry was the intense economic challenges and market competition it faced.
Globalization led to the availability of cheaper coal from other countries, making it difficult
for local coal industries to compete. This increased competition exerted pressure on the
industry to reduce costs and improve efficiency, often at the expense of jobs and traditional
mining practices (Kirby, 1973).
 2. Technological Advancements: The coal industry underwent significant technological
advancements. The introduction of new mining equipment and techniques aimed to
increase productivity and safety. However, these technologies often required less manual
Labor, leading to job reductions. Furthermore, advancements in alternative energy sources,
such as natural gas, nuclear power, and renewables, made coal less attractive as an energy
source, contributing to its decline (Advances in coal mining technology and sustainable
mining techniques 2023).
3. Environmental Concerns and Regulations: Increasing awareness of the environmental impact
of coal mining and burning, including air pollution and greenhouse gas emissions, led to
stricter regulations. Governments and international bodies imposed environmental
standards that made coal a less viable option, driving the industry towards cleaner energy
sources (The future environmental and health impacts of coal 2020).

Restraining Forces
1. Worker Resistance: The most palpable restraining force was the resistance from workers.
The threat of unemployment and the erosion of their skills and identity led to significant
resistance from the workforce. This resistance was not just about job security but also about
preserving a way of life deeply ingrained in mining communities (Feu, 2020).
2. Union Influence: Unions played a crucial role in organizing worker resistance. They mobilized
strikes and protests, negotiating with governments and industry leaders to protect jobs and
workers' rights. The unions' influence was significant, often slowing down or complicating
the process of industry restructuring and closure.
3. Cultural Attachment to Traditional Practices: There was a strong cultural attachment to
traditional mining practices within these communities. Coal mining was not only an
occupation but also a significant part of the community's identity and heritage. This cultural
attachment acted as a restraining force against the decline of the industry, as communities
fought to preserve their heritage and way of life.

Interaction of Forces

The interaction between the driving and restraining forces created a complex and often contentious
dynamic in the coal industry, particularly evident in decision-making processes.

 Economic Pressures vs. Worker Resistance: As economic pressures mounted due to market
competition and technological advancements, industry leaders and governments pushed for
restructuring and downsizing. However, worker resistance, often led by powerful unions,
challenged these moves. Strikes and protests not only disrupted coal production but also
brought the plight of the workers to public attention, influencing political decisions (Hodson,
1995).
 Technological Change vs. Cultural Attachment: Technological advancements aimed at
improving efficiency and environmental compliance conflicted with the cultural attachment
to traditional mining practices. Many workers viewed these changes as a threat to their skills
and identity, leading to resistance against adopting new technologies and practices
(Goldstone, 2012).
 Environmental Regulations vs. Economic and Social Stability: The need to comply with
environmental regulations and move towards cleaner energy sources clashed with the
economic and social stability of mining communities. Governments and industry leaders had
to balance environmental priorities with the socioeconomic impact of declining coal mining
on communities (S. Cohen et al., 2020).
  Negotiation and Compromise: The interaction of these forces often led to negotiations and
compromises. For instance, governments and industry leaders had to provide retraining
programs, economic aid, and other forms of support to ease the transition for workers and
communities (Overvest, 2023).

Application of Conversational Framework in the Context of Worker

and Union Resistance, Communication Strategies, and Leadership
Style (Cooper, 2000)
2.1 Resistance: Worker and Union Resistance
Worker Resistance
Worker resistance in the coal industry, particularly during its decline, was profound and deeply
rooted in the fear of losing livelihoods, identity, and community stability. Workers often viewed the
changes not only as a threat to their jobs but also to their way of life. For example, during the UK
miners' strike of 1984-85, one miner was quoted as saying, "It's not just our jobs we were fighting
for, but our whole way of life." This sentiment encapsulates the depth of the resistance, where the
struggle transcended economic concerns and became a fight for preserving community heritage and
identity.

Union Resistance
Unions played a pivotal role in organizing and amplifying worker resistance. They led strikes,
negotiated with employers, and sought public support. A notable instance was during the UK miners'
strike, where Arthur Scargill, the National Union of Mineworkers leader, passionately argued, "We
are defending our jobs, our communities, and our very dignity." His words echoed the sentiment of
many workers, emphasizing the resistance was not just about economic survival but also about
dignity and community integrity.

2.2 Communication: Strategies and Examples

Ineffective Communication
One of the critical failures in the coal industry during its decline was the lack of effective
communication from leadership to the workforce. Decisions were often communicated in a top-
down manner, without engaging in meaningful dialogue with workers. This approach led to
misunderstandings, fear, and heightened resistance. For instance, when the closure of mines was
announced, it was often done without prior consultation with workers, leading to shock and anger,
exacerbating tensions.

Effective Communication
In contrast, instances of effective communication were characterized by dialogue, empathy, and
transparency. For instance, some leaders used open forums to discuss the challenges facing the
industry, acknowledging the workers' fears and seeking their input on possible solutions. This
approach, albeit less common, helped in easing tensions and fostering a sense of shared
responsibility for the future of the industry.
Leadership Communication
Leaders who succeeded in managing resistance effectively often employed a conversational
approach, recognizing the importance of two-way communication. They listened to the workers'
concerns, acknowledged their fears, and provided clear, honest information about the industry's
realities. This approach not only reduced resistance but also helped in building trust between
management and workers.

2.3 Leadership: Style and Decisions

Leadership Style in the Coal Industry (AusIMM, Leadership in mining sector)
The leadership style during the coal industry's decline was often authoritative and top-down,
particularly in the context of government and top management. This style was evident in the way
major decisions, like mine closures, were implemented without sufficient consultation with those
affected. Such an approach often led to a breakdown in trust and increased resistance.

Comparison with Other Leadership Theories

1. Transformational Leadership: Unlike the authoritative style observed, transformational
leadership focuses on inspiring and motivating employees towards a vision. Had this style
been adopted, leaders might have effectively communicated a compelling future vision for
the industry, including the transition to new roles or industries, thereby reducing resistance.
2. Servant Leadership: This style emphasizes the leader's role as a servant first, prioritizing the
needs of employees. In the context of the coal industry, a servant leadership approach could
have seen leaders focusing more on the welfare and future of the workers, engaging in
genuine dialogue to understand and address their concerns.
3. Participative Leadership: This approach involves employees in decision-making processes,
which could have been particularly effective in the coal industry context. Allowing workers
to have a say in the transition process would have likely reduced resistance and fostered a
more collaborative atmosphere.

Comparative Analysis: Conversational Framework vs. Kotter’s 8-Step

Change Model vs. Lewin's Change Management Model
Conversational Framework (The conversational framework 2022)
 Strengths: The Conversational Framework focuses on dialogue as a central element of
change management. Its strength lies in its emphasis on two-way communication, fostering
understanding, and addressing the concerns of all stakeholders. In the context of the coal
industry’s decline, this model could have been instrumental in easing worker resistance by
facilitating open discussions, addressing fears, and creating a shared vision for the future.
 Weaknesses: Its primary limitation is the lack of a structured approach to implementing
change. It focuses more on the 'how' of communication rather than the 'what' and 'when' of
change processes.

Kotter’s 8-Step Change Model (Bedard, 2023)

 Strengths: Kotter's model provides a clear, step-by-step process for implementing change,
from creating urgency to consolidating gains. In the context of the coal industry, steps like
building a guiding coalition and generating short-term wins could have been effective in
creating positive momentum for change.
  Weaknesses: Kotter’s model can be somewhat rigid and prescriptive, potentially overlooking
the nuanced dynamics of individual organizations. It may also underemphasize the
emotional and cultural aspects of change, which were crucial in the coal industry scenario.

Lewin's Change Management Model (Malik, 2023)

 Strengths: Lewin's model, with its stages of unfreezing, changing, and refreezing, is simple
and easy to understand. It emphasizes the importance of preparing an organization for
change (unfreezing) and then reinforcing it (refreezing), which could have been beneficial in
helping workers adapt to the new realities of the coal industry.
 Weaknesses: This model can be too simplistic for complex changes, such as those faced by
the coal industry. It assumes that change is a linear process and may not adequately address
the ongoing, cyclical nature of change in a real-world context.

Ethical Considerations in Organizational Change

Organizational change, while often necessary for growth and survival, brings with it significant
ethical considerations. These considerations revolve around the principles of equity, fairness, and
the impact on various stakeholders, particularly local communities and workers.

1. Equity and Fairness: Ethical change management requires an equitable approach where the
impact of change is considered and mitigated for all stakeholders. For instance, in the case
of industries like coal mining, where changes can lead to job losses, it's crucial to ensure that
the process is transparent and fair. This includes providing adequate notice, fair severance
packages, and support for transitioning to new employment. Equity also involves giving a
voice to all affected parties, including those who may not hold power within the
organization, such as junior employees or part-time workers (Exploring Ethics in Business &
Finance Today, The importance of ethics in change management).
2. Impact on Local Communities: Organizational changes in industries like mining can have a
profound impact on local communities that depend on these industries for employment and
economic stability. Ethical considerations include assessing the broader social and economic
repercussions of organizational decisions and finding ways to mitigate negative impacts. For
example, when closing a mine, a company might invest in community development
programs or assist in creating alternative employment opportunities (Rami Al Rawashdeh a
et al., 2016).
3. Responsibility Towards Workers: Ethical change management must consider the welfare of
employees. This encompasses not just the legal obligations, but also the moral duty to
support workers through transitions. It includes providing training and development
opportunities for employees to adapt to new roles or technologies, ensuring mental health
support during periods of uncertainty, and maintaining open and honest communication to
reduce anxiety and fear (Payne et al., 2022).
4. Long-Term vs. Short-Term Gains: Ethically, organizations should weigh the long-term societal
impact against short-term financial gains. Decision-makers should consider whether the
benefits of change justify the potential harm to employees and communities, and whether
there are ways to achieve organizational goals while also upholding social responsibility
(McGrath, 2023).
Reflective Analysis: Case Study, Conversational Framework, and
Personal Experiences
Connecting Case Study and Personal Experiences
Reflecting on the Glenrothes Colliery case and the conversational framework, I find parallels with my
own experiences in organizational settings. In previous roles, I've witnessed how top-down decisions
can lead to resistance, especially when change is imposed without sufficient communication or
consideration for employees' perspectives. For instance, in one of my past organizations, the
introduction of a new technology platform was met with significant resistance because the decision
was made without consulting the employees who would be using it daily. The frustration and
reluctance to adapt were palpable, like the resistance faced by the management in the case study.

Learning from the Conversational Framework

The conversational framework emphasizes the importance of dialogue, a lesson that resonates
deeply with me. It highlights the necessity of involving all stakeholders in the communication
process, ensuring their concerns are heard and addressed. This approach not only mitigates
resistance but also fosters a sense of ownership and collaboration among all parties involved.

Informing Future Practices and Decision-Making

Moving forward, this learning will be instrumental in shaping my approach to organizational change.
I intend to:

1. Prioritize Open Communication: Ensuring that all changes are communicated transparently,
and that employee feedback is actively sought and valued.
2. Foster Inclusivity: Involving diverse voices in the decision-making process, recognizing that
different perspectives can lead to more robust and sustainable change strategies.
3. Embrace Empathy: Understanding the emotional and psychological impact of change on
employees and addressing these human aspects with sensitivity.
4. Build Trust: Developing trust through consistent, honest, and open dialogue, which is crucial
for any change initiative to succeed.
5. Continuous Learning and Adaptation: Recognizing that organizational change is an ongoing
process and being open to adapting strategies based on feedback and evolving
circumstances.

Conclusion: Summarizing Key Findings and Reflections

Key Findings
The exploration of the Glenrothes Colliery case, set against the backdrop of the declining coal
industry, reveals several critical facets of organizational change. First, it underscores the complexity
of managing change in an environment where economic, technological, and social dynamics
intersect. The case vividly illustrates the resistance encountered when changes impact deeply rooted
occupational identities and community livelihoods.

The conversational framework emerges as a crucial tool in navigating such change. It highlights the
importance of dialogue in understanding and addressing the concerns of all stakeholders. This
approach contrasts with more traditional, top-down methods, as seen in the case study, where the
lack of effective communication exacerbated resistance and conflict.
Further, the comparative analysis of the conversational framework with Kotter’s 8-Step Change
Model and Lewin's Change Management Model enriches our understanding of change management.
Each model offers unique perspectives and strategies, yet all emphasize the need for thoughtful,
inclusive, and empathetic approaches to change.

Reflections and Broader Implications

Reflecting on these insights, the case study resonates with my personal experiences and the broader
landscape of organizational change. It highlights the potential pitfalls of ignoring the human element
in change processes and the power of communication in fostering a collaborative and adaptive
environment.

The broader implications for understanding organizational change are profound. The case study
serves as a reminder that change is not just a business process but a deeply human experience. It
requires balancing economic objectives with empathy and ethical considerations. The need for
inclusive dialogue, understanding diverse perspectives, and addressing the emotional and cultural
dimensions of change is paramount.

Final Thoughts
In conclusion, the Glenrothes Colliery case and the conversational framework offer valuable lessons
for managing organizational change. They emphasize the importance of communication, empathy,
and inclusivity in navigating the complex interplay of economic, technological, and social forces that
characterize modern organizational environments. This holistic approach is essential for successfully
implementing change that is not only effective but also respectful of the diverse needs and values of
all stakeholders involved.
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