{"id":2590,"date":"2022-09-30T08:58:07","date_gmt":"2022-09-30T05:58:07","guid":{"rendered":"https:\/\/worknhuman.com\/?p=2590"},"modified":"2023-02-23T12:32:28","modified_gmt":"2023-02-23T09:32:28","slug":"dinamizm-ve-degisim-yorgunlugu-ikileminde-degisim-paradoksu","status":"publish","type":"post","link":"https:\/\/worknhuman.com\/en\/dynamism-and-change-fatigue-dilemma-change-paradox\/","title":{"rendered":"The Paradox of Change in the Dilemma of Dynamism and Change Fatigue"},"content":{"rendered":"<p>\u00a0<\/p>\n<p>Son y\u0131llarda h\u0131zla geli\u015fen d\u00fcnya de\u011fi\u015fimi de beraberinde getirmektedir. De\u011fi\u015fim genellikle kurumlar\u0131n s\u00fcrd\u00fcr\u00fclebilirli\u011fi ve geli\u015fimi i\u00e7in olmazsa olmaz olarak g\u00f6r\u00fclmektedir. B\u00fcy\u00fck firmalar\u0131n neredeyse tamam\u0131 (%93) de\u011fi\u015fim ve yenili\u011fi, b\u00fcy\u00fcme ve gelir elde etme i\u00e7in \u00f6nemli bir kriter olarak g\u00f6rmektedir.[i]\u00a0Kurumlar \u00e7e\u015fitli iyi nedenlerle de\u011fi\u015fiklikler planlasa da de\u011fi\u015fim bir t\u00fcr paradokstur. \u0130nsan do\u011fa gere\u011fi bir yandan de\u011fi\u015fim ve m\u00fccadele ile dinamik kalabilirken ve bunu isterken bir yandan istikrar ve \u00f6ng\u00f6r\u00fclebilir bir d\u00fczen arar. De\u011fi\u015fim \u00e7al\u0131\u015fanlar taraf\u0131ndan belirsizlik olarak m\u0131 alg\u0131layaca\u011f\u0131 yoksa dinamizm olarak m\u0131 g\u00f6r\u00fclece\u011fi kurumlar i\u00e7in \u00f6nemli bir konudur. Bu nedenle, b\u00fcy\u00fck kurumsal de\u011fi\u015fikliklerin bu iki temel davran\u0131\u015f e\u011filimlerinin aras\u0131nda \u015fekillendi\u011fi unutulmamal\u0131d\u0131r. Kurumsal de\u011fi\u015fimin etkilerinin incelendi\u011fi ara\u015ft\u0131rmalar genellikle \u00e7al\u0131\u015fanlar\u0131n \u00fczerinde olu\u015fturdu\u011fu bask\u0131 d\u00fczeyinin belirlenmesi ile s\u0131n\u0131rl\u0131 kal\u0131rken; kurumsal ba\u011fl\u0131l\u0131k ve \u00e7al\u0131\u015fan de\u011fi\u015fimi (turnover) de dahil olmak \u00fczere di\u011fer uzun vadeli etkileri g\u00f6z ard\u0131 edilmektedir.[ii]\u00a0Ayr\u0131ca de\u011fi\u015fimin \u00e7al\u0131\u015fanlar taraf\u0131ndan alg\u0131lanma \u015fekli de\u011fi\u015fimin kuruma fayda d\u00fczeyini etkileyen kriterlerdendir. Plans\u0131z ve \u00e7al\u0131\u015fanlar\u0131 d\u0131\u015farda b\u0131rakan de\u011fi\u015fimler \u00e7al\u0131\u015fanlarda de\u011fi\u015fim yorgunlu\u011funa sebep olabilmekte ve uzun vadede kurumsal varl\u0131\u011f\u0131 tehdit edebilmektedir.<\/p>\n<hr \/>\n<p>De\u011fi\u015fim yorgunlu\u011fu kavram\u0131; yenilik yorgunlu\u011fu (innovation fatigue), reform yorgunlu\u011fu (reform fatigue), de\u011fi\u015fim yorgunlu\u011fu (change fatigue) ve de\u011fi\u015fim b\u0131kk\u0131nl\u0131\u011f\u0131 (being tired of change) \u015feklinde bir\u00e7ok \u015fekilde kullan\u0131lmaktad\u0131r. Genel olarak \u201ckurumdaki de\u011fi\u015fimlerin \u00e7al\u0131\u015fanlar taraf\u0131ndan gere\u011finden fazla veya a\u015f\u0131r\u0131 g\u00f6r\u00fclmesi, de\u011fi\u015fimlerin hi\u00e7 son bulmayaca\u011f\u0131, de\u011fi\u015fimlerin iyile\u015fme ve yenilik getirmeyece\u011fi, de\u011fi\u015fimin bir par\u00e7as\u0131 olman\u0131n anlams\u0131z olaca\u011f\u0131 alg\u0131s\u0131 ile \u00e7al\u0131\u015fanlarda meydana gelen de\u011fi\u015fime kar\u015f\u0131 stres, bitkinlik ve t\u00fckenmi\u015flik hissi\u201d \u015feklinde tan\u0131mlanmaktad\u0131r.[iii]\u00a0Nitekim ara\u015ft\u0131rmalar de\u011fi\u015fim yorgunlu\u011fu ile \u00e7al\u0131\u015fan iyi olu\u015funun yak\u0131ndan ili\u015fkili oldu\u011fu g\u00f6stermektedir.<\/p>\n<hr \/>\n<p>De\u011fi\u015fim s\u00fcre\u00e7leri\u00a0\u00f6ncelikle \u00e7al\u0131\u015fanlar i\u00e7in stres yaratmaktad\u0131r. De\u011fi\u015fimle beraber al\u0131\u015f\u0131lan durum yerini \u00f6ng\u00f6r\u00fclemez bir s\u00fcrece b\u0131rakmaktad\u0131r ve de\u011fi\u015fim; destek mekanizmanlar\u0131 planlanmadan, s\u0131k s\u0131k tekrar etti\u011finde \u00e7al\u0131\u015fanlar\u0131n bu duruma uyum sa\u011flamas\u0131 zorla\u015fmaktad\u0131r. Kaynaklar\u0131n korunmas\u0131 teorisine g\u00f6re ki\u015filer enerji, zaman, bilgi, i\u015fleri \u00fczerinde ki\u015fisel kontrol, sosyal destek gibi alanlarda s\u0131n\u0131rl\u0131 kayna\u011fa sahiptir ve bu kaynaklar ki\u015fileri stresli durumlar kar\u015f\u0131s\u0131nda korumaktad\u0131r. Ancak bu kaynaklar yenilenebilir oldu\u011fu kadar t\u00fckenebilir bir \u00f6zelli\u011fe de sahiptir. Olumsuz olaylar\u0131n s\u0131kl\u0131\u011f\u0131 ve etkisi artt\u0131k\u00e7a ki\u015filerin kaynaklar\u0131 ki\u015fiyi koruyamaz hale gelmektedir.[iv]\u00a0De\u011fi\u015fim yorgunlu\u011fu bu perspektiften ele al\u0131nd\u0131\u011f\u0131nda kurumsal de\u011fi\u015fim s\u0131kl\u0131\u011f\u0131 artt\u0131k\u00e7a \u00e7al\u0131\u015fanlar\u0131n stres ve belirsizlikle ba\u015f etmesini sa\u011flayan psikolojik kaynaklar t\u00fckenmektedir. Bu durum \u00e7al\u0131\u015fanlarda t\u00fckenmi\u015fli\u011fe neden olmaktad\u0131r.[v]\u00a0T\u00fckenmi\u015flik kendini duygusal t\u00fckenme, duyars\u0131zla\u015fma ve azalan ki\u015fisel ba\u015far\u0131 olarak g\u00f6stermektedir. Ayr\u0131ca \u00f6rg\u00fctsel ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 azaltmakta ve i\u015ften \u00e7\u0131kmalara neden olmaktad\u0131r.[vi]<\/p>\n<p>T\u00fcm bu risklere ra\u011fmen her de\u011fi\u015fim veya inovasyon yaratan planlamalar de\u011fi\u015fim yorgunlu\u011funa neden oldu\u011fu anlam\u0131na gelmez. De\u011fi\u015fim yorgunlu\u011funu, tan\u0131m\u0131ndan yola \u00e7\u0131karak anla\u015f\u0131laca\u011f\u0131 \u00fczere de\u011fi\u015fimin niceliksel miktar\u0131ndan ziyade \u00e7al\u0131\u015fan\u0131n alg\u0131s\u0131 ve yorgunlu\u011fu do\u011furmaktad\u0131r. Bu sebeple \u00e7al\u0131\u015fanlar\u0131n de\u011fi\u015fimi nas\u0131l alg\u0131lad\u0131klar\u0131n\u0131 ve onlar\u0131n iyi olu\u015funu destekleyecek sistemlerini de\u011fi\u015fim planlar\u0131n\u0131n bir par\u00e7as\u0131 haline getirmek i\u015flevsel olacakt\u0131r.<\/p>\n<hr \/>\n<p>De\u011fi\u015fim y\u00f6netimi ile ilgili kullan\u0131lan bir\u00e7ok model bulunmaktad\u0131r. Bunlardan baz\u0131lar\u0131 \u015fu \u015fekildedir:<\/p>\n<h1><strong>K\u00dcBLER-ROSS DE\u011e\u0130\u015e\u0130M E\u011eR\u0130S\u0130<\/strong><\/h1>\n<p>\u015eekil 1: K\u00fcbler-Ross De\u011fi\u015fim E\u011frisi<\/p>\n<p><img fetchpriority=\"high\" decoding=\"async\" src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/kublerross-kopya.png\" width=\"350\" height=\"235\" data-cke-saved-src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/kublerross-kopya.png\" \/><\/p>\n<p>1969&#8217;da \u0130svi\u00e7reli-Amerikal\u0131 psikiyatrist Elisabeth K\u00fcbler-Ross taraf\u0131ndan olu\u015fturulan K\u00fcbler-Ross&#8217;un De\u011fi\u015fim E\u011frisi Modeli, yas\u0131n 5 a\u015famas\u0131n\u0131 tan\u0131mlamaktad\u0131r. Sonras\u0131nda \u00e7al\u0131\u015fma alan\u0131 i\u00e7in geni\u015fletilen bu model \u00e7al\u0131\u015fanlar\u0131n bir de\u011fi\u015fim kar\u015f\u0131s\u0131ndaki duygusal tepkilerini tan\u0131mlamak amac\u0131yla kullan\u0131lm\u0131\u015ft\u0131r. Bu modele g\u00f6re \u00e7al\u0131\u015fanlar de\u011fi\u015fime uyum sa\u011flayabilmek i\u00e7in bir dizi a\u015famadan ge\u00e7melidir ve zamana ihtiya\u00e7 duymaktad\u0131r. Ayr\u0131ca \u00f6rg\u00fctler bu a\u015famalar\u0131n y\u00f6netilmesi i\u00e7in planlamalar yapmal\u0131d\u0131r. K\u00fcbler-Ross Modeli kullan\u0131m kolayl\u0131\u011f\u0131 ve her sekt\u00f6re uygunlu\u011fu ile avantajl\u0131 iken, farkl\u0131 tepkilere y\u00f6nelik tan\u0131m sunmamas\u0131 ve g\u00f6zleme dayal\u0131 olmas\u0131 sebebiyle s\u0131n\u0131rl\u0131l\u0131klara sahiptir.\u00a0[vii]<\/p>\n<hr \/>\n<h1><strong>McKinsey 7-S MODEL \u00c7ER\u00c7EVES\u0130<\/strong><\/h1>\n<p>\u00c7o\u011fu de\u011fi\u015fim modeli, de\u011fi\u015fim y\u00f6netiminin stratejik y\u00f6n\u00fcne odaklan\u0131rken, McKinsey&#8217;in 7-S \u00c7er\u00e7evesi, \u00f6rg\u00fctlerin organizasyon yap\u0131s\u0131na odaklanmaktad\u0131r. Bu \u00e7er\u00e7eveye g\u00f6re; ortak hedeflere ve ba\u015far\u0131ya ula\u015fmak i\u00e7in t\u00fcm organizasyon yap\u0131s\u0131 \u00fcyelerinin koordinasyonunun \u00f6nemli oldu\u011fu vurgulanmaktad\u0131r.<\/p>\n<p>McKinsey 7-S Modelinin yedi temel unsuru \u015funlard\u0131r:<\/p>\n<ul>\n<li>Yap\u0131<\/li>\n<li>Strateji<\/li>\n<li>Sistem<\/li>\n<li>Payla\u015f\u0131lan De\u011ferler<\/li>\n<li>Yetenek<\/li>\n<li>Stil<\/li>\n<li>Kadro<\/li>\n<\/ul>\n<p>\u015eekil 2: McKinsey 7-S Modelinin yedi temel unsuru<\/p>\n<p><img decoding=\"async\" src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/mckinsey-7s-kopya.png\" width=\"345\" height=\"350\" data-cke-saved-src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/mckinsey-7s-kopya.png\" \/><\/p>\n<hr \/>\n<p><strong>ADKAR DE\u011e\u0130\u015e\u0130M Y\u00d6NET\u0130M\u0130 MODEL\u0130[viii]<\/strong><\/p>\n<p>ADKAR De\u011fi\u015fim Y\u00f6netimi Modeli, \u00f6rg\u00fctsel de\u011fi\u015fime kar\u015f\u0131 direnci s\u0131n\u0131rlamay\u0131 ama\u00e7layan sonu\u00e7 odakl\u0131 bir de\u011fi\u015fim y\u00f6netimi y\u00f6ntemidir. Prosci&#8217;nin kurucusu Jeffrey Hiatt taraf\u0131ndan olu\u015fturulan ADKAR Modeli, Prosci de\u011fi\u015fim y\u00f6netimi metodolojisidir.<\/p>\n<p>\u015eekil 3: ADKAR De\u011fi\u015fim A\u015famalar\u0131<\/p>\n<p><img decoding=\"async\" src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/adkar-kopya.png\" data-cke-saved-src=\"https:\/\/www.nhumandanismanlik.com\/myimages\/adkar-kopya.png\" \/><\/p>\n<p>Bu model de\u011fi\u015fimin \u00f6n\u00fcndeki diren\u00e7leri tan\u0131mlamay\u0131 ve bu noktalara m\u00fcdahale etmeyi ama\u00e7lamaktad\u0131r. \u00d6rne\u011fin, bir \u00e7al\u0131\u015fan de\u011fi\u015fimin nedenini anlamad\u0131\u011f\u0131 i\u00e7in de\u011fi\u015fmek istemiyorsa \u201cfark\u0131ndal\u0131k\u201d a\u015famas\u0131nda de\u011ferlendirilir. De\u011fi\u015fikli\u011fi nas\u0131l yapaca\u011f\u0131n\u0131 anlam\u0131yorsa \u201cBilgi\u201d yetersizli\u011fine m\u00fcdahale edilir. Bu sayede farkl\u0131 zamanlarda ve m\u00fcdahalelerle de olsa istekli t\u00fcm \u00e7al\u0131\u015fanlar de\u011fi\u015fime uyum sa\u011flayabilmektedir.<\/p>\n<p>T\u00fcm bu modeller de\u011fi\u015fimin kendi a\u015famalar\u0131 kadar \u00e7al\u0131\u015fanlar\u0131n da de\u011fi\u015fim s\u00fcreci \u00fczerindeki etkisini kabul etmektedir ve buna g\u00f6re planlamalar sunmaktad\u0131r. Y\u00f6neticiler \u00e7al\u0131\u015fanlar\u0131n\u0131n psikolojik tepkilerini de\u011fi\u015fim planlar\u0131na dahil ederek de\u011fi\u015fim s\u00fcre\u00e7lerini daha etkili ve h\u0131zl\u0131 y\u00f6netebilmekte ve ayn\u0131 zamanda \u00e7al\u0131\u015fanlar\u0131n\u0131n iyi olu\u015flar\u0131n\u0131 destekleyebilmektedir.<\/p>\n<hr \/><hr \/>\n<h1><strong>Referanslar<\/strong><\/h1>\n<hr align=\"left\" size=\"1\" width=\"33%\" \/>\n<p>[i]\u00a0Goehle, B. J., Robert Chwalik, and Brad. (2018). What the top innovators get right. Strategy+Business. https:\/\/www.strategy-business.com\/feature\/What-the-Top-Innovators-Get-Right<\/p>\n<p>[ii]\u00a0Bernerth, J. B., Walker, H. J., &amp; Harris, S. G. (2011). Change fatigue: Development and initial validation of a new measure. Work &amp; Stress, 25(4), 321\u2013337. https:\/\/doi.org\/10.1080\/02678373.2011.634280<\/p>\n<p>[iii]Ekingen, E., &amp; Y\u0131ld\u0131z, A. (2021). De\u011fi\u015fim Yorgunlu\u011fu \u00d6l\u00e7e\u011fi T\u00fcrk\u00e7e Versiyonunun Ge\u00e7erlilik ve G\u00fcvenirlik \u00c7al\u0131\u015fmas\u0131: Sa\u011fl\u0131k \u00c7al\u0131\u015fanlar\u0131 \u00d6rne\u011fi.\u00a0<em>Osmangazi T\u0131p Dergisi<\/em>,\u00a0<em>43<\/em>(6), 572-581.<\/p>\n<p>[iv]\u00a0Hobfoll, S. E. (2001), \u201cThe Influence of Culture, Community, and the NestedSelf in the Stress Rocess: Advancing Conservation of Resources Theory\u201d Applied Psychology: An International Review, 50 (3), ss. 337-421.<\/p>\n<p>[v]\u00a0Wilk, SL, &amp; Moynihan, LM (2005). Display rule &#8221;regulators&#8221;: The relationship between supervisors and worker emotional exhaustion. Journal of Applied Psychology, 90, 917 927<\/p>\n<p>[vi]\u00a0Bernerth, J. B., Walker, H. J., &amp; Harris, S. G. (2011). Change fatigue: Development and initial validation of a new measure. Work &amp; Stress, 25(4), 321\u2013337. https:\/\/doi.org\/10.1080\/02678373.2011.634280<\/p>\n<p>[vii]Malik, P. (2022). The K\u00fcbler Ross Change Curve in the Workplace.\u00a0<em>Whatfix. The Whatfix Blog Drive Digital Adoption.<\/em>\u00a0https:\/\/whatfix.com\/blog\/kubler-ross-change-curve\/#:~:text=The%20Change%20Curve%2C%20or%20K%C3%BCbler<\/p>\n<p>[viii]\u00a0Prosci Inc. (2021). The Prosci ADKAR\u00ae Model | Prosci.\u00a0<a href=\"http:\/\/www.prosci.com\/\" data-cke-saved-href=\"http:\/\/Www.prosci.com\">Www.prosci.com<\/a>. https:\/\/www.prosci.com\/methodology\/adkar<\/p>\n\n\n<div data-wp-interactive=\"core\/file\" class=\"wp-block-file\"><object data-wp-bind--hidden=\"!state.hasPdfPreview\" hidden class=\"wp-block-file__embed\" data=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Degisim-Paradoksu.pdf\" type=\"application\/pdf\" style=\"width:100%;height:600px\" aria-label=\"Embed of Degisim-Paradoksu.\"><\/object><a id=\"wp-block-file--media-d7c0e9d3-8570-4eee-9e6a-179f6a6ed3de\" href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Degisim-Paradoksu.pdf\">Degisim-Paradoksu<\/a><a href=\"https:\/\/worknhuman.com\/wp-content\/uploads\/2023\/02\/Degisim-Paradoksu.pdf\" class=\"wp-block-file__button wp-element-button\" download aria-describedby=\"wp-block-file--media-d7c0e9d3-8570-4eee-9e6a-179f6a6ed3de\">\u0130ndir<\/a><\/div>\n","protected":false},"excerpt":{"rendered":"<p>\u00a0 Son y\u0131llarda h\u0131zla geli\u015fen d\u00fcnya de\u011fi\u015fimi de beraberinde getirmektedir. De\u011fi\u015fim genellikle kurumlar\u0131n s\u00fcrd\u00fcr\u00fclebilirli\u011fi ve geli\u015fimi i\u00e7in olmazsa olmaz olarak g\u00f6r\u00fclmektedir. B\u00fcy\u00fck firmalar\u0131n neredeyse tamam\u0131 (%93) de\u011fi\u015fim ve yenili\u011fi, b\u00fcy\u00fcme &hellip; <\/p>","protected":false},"author":1,"featured_media":2965,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"aside","meta":{"footnotes":""},"categories":[48],"tags":[279,280,277,278,281,231,282],"class_list":["post-2590","post","type-post","status-publish","format-aside","has-post-thumbnail","hentry","category-icerikler","tag-adkar-degisim-yonetimi","tag-degisim-paradoksu","tag-kubler-ross","tag-mckinsey","tag-psikolojik-guvenlik","tag-psikolojik-saglik","tag-psikolojik-saglik-ve-guvenlik-cozumleri","post_format-post-format-aside"],"_links":{"self":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2590","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/comments?post=2590"}],"version-history":[{"count":0,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/posts\/2590\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media\/2965"}],"wp:attachment":[{"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/media?parent=2590"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/categories?post=2590"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/worknhuman.com\/en\/wp-json\/wp\/v2\/tags?post=2590"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}