Managing Through Changes & Divides
In my school days when I tried understanding British Colonialism, My teacher told me that Britisher’s were successful in sub-continent through changes & divides (divide & rule policy).
As I grew in age and experience I Realized lot of people use this as tool of managing larger groups of people, Teams and masses.
I even came across many bosses in my life who would keep their teams at Daggers Drawn towards each other.
The funniest part was that they always advocated in support of Team Work yet they loved hearing about ills of their employees from other employees.
They truly believed that if the employees don’t fight they will never come to know about the problems they carry. Back Biting was always considered a crime but still they did not mind asking their drivers, peons, secretaries and security guards about the whereabouts & conduct of many other senior managers. Publically they always looked like Mr Nice but as soon as they got alone with an employee they expected to know about the problems of other employees. They thought if employees remain engulfed in their professional jealousies, rivalries, animosities they would keep on informing about errors and mistakes of each other. resultantly they kept receiving information about plans, mischiefs, errors, mistakes, behavioural issues, attitude problems and professional rivalries of their employees much faster. it helped them in further twisting situations to their own management benefits. This was also continued form of Divide and Rule.
Staying informed about concerns is not the problem. Using an Information based on paradigms of informers for vested benefits without ascertained root cause is much bigger a problem.
Some bosses think they would loose their position, writ, influence or control if they allow better or more talented people to grow in their organization or teams. they have overwhelming superiority/inferiority complexes. they use change as tool of managing influences.
They never allow anyone to stay for long at position close to their position. they love resignations from their senior supervisors or managers so they can proclaim and restrict medal of loyalty to themselves. when I see a man sticking to a leadership position for long I often find higher attrition rate from his team. this is also intricate. bosses should never react as bossy.
Managing People Through Uncertainty – Changes & Divides
Change can create uncertainty even when the intended outcome is positive. A new system, organizational restructuring, change in leadership or revised working procedures may affect the way employees perform their jobs and interact with one another. People may therefore respond differently to the same change.
Some employees may welcome new opportunities, while others may feel concerned about their responsibilities, job security or ability to adapt. Managers should recognize that resistance is not always a sign of negativity. In many cases, it reflects unanswered questions or a lack of confidence about what the future will bring.
Communication is therefore one of the most important elements of managing change. Employees should understand not only what is changing but also why the change is necessary. When people receive information late or hear about major changes through rumours, uncertainty can quickly create distrust.
Managers should also create opportunities for employees to raise concerns and ask questions. People are more likely to support change when they feel that their views have been heard. This does not mean that every decision can be changed according to individual preferences, but respectful communication can significantly improve acceptance.
Divides within an organization can become particularly difficult during periods of change. Departments may blame one another, experienced employees may resist new approaches and different groups may develop competing interests. If these divisions are ignored, they can reduce cooperation and affect organizational performance.
Managers need to focus on common objectives. Instead of allowing discussions to become focused on “us and them,” leadership should encourage people to understand how different roles contribute to the same overall purpose.
Consistency is also important. Employees observe whether management’s actions match its messages. If leaders ask employees to adapt but demonstrate resistance themselves, confidence in the change process will decline.
Successful change rarely happens immediately. Employees may require training, guidance and time to develop confidence in new systems or responsibilities. Managers should therefore monitor progress and identify practical difficulties rather than assuming that an announcement automatically creates successful implementation.
Leaders should also recognize and communicate early successes. When employees can see positive results, change becomes easier to understand and support.
Managing change is ultimately about managing people. Plans, policies and new systems may provide direction, but people determine whether those plans become reality.
A successful manager does not simply announce change and expect everyone to follow. They communicate clearly, listen carefully, address legitimate concerns and help people move from uncertainty toward a shared understanding of the future.
They have to carry wits and emotions with utmost poise and without indulging in this gimmick of divide and rule strategy. they should never Involve in changing their employees, supervisors or managers frequently. they have to keep cool and lead by example or walk their talk.
Please do express your opinion on the subject or comment at Zahid.faqir@linkedin.com
Written by Captain Zahid Faqir (Retd) DGM HSEQ in 560 MW Combined Cycle Power Plant in Karachi, Pakistan with about 25 years experience in diverse management roles & organizations
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