{"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>Despite all these risks, not every change or planning that creates innovation causes change fatigue. As can be understood from its definition, change fatigue is caused by the perception and fatigue of the employee rather than the quantitative amount of change. For this reason, it will be functional to include how employees perceive change and their systems that will support their well-being as part of their change plans.<\/p>\n<hr \/>\n<p>There are many models used for change management. Some of these are as follows:<\/p>\n<h1><strong>KUBLER-ROSS CURVE OF CHANGE<\/strong><\/h1>\n<p>Figure 1: K\u00fcbler-Ross Curve of Change<\/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 FRAME<\/strong><\/h1>\n<p>While most change models focus on the strategic aspect of change management, McKinsey&#039;s 7-S Framework focuses on the organizational structure of organizations. According to this framework; It is emphasized that the coordination of all organizational structure members is important in order to achieve common goals and success.<\/p>\n<p>The seven key elements of the McKinsey 7-S Model are:<\/p>\n<ul>\n<li>Structure<\/li>\n<li>Strategy<\/li>\n<li>System<\/li>\n<li>Shared Values<\/li>\n<li>Talent<\/li>\n<li>Style<\/li>\n<li>Staff<\/li>\n<\/ul>\n<p>Figure 2: The seven key elements of the McKinsey 7-S Model<\/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 Change Management Model is a result-oriented change management method that aims to limit resistance to organizational change. The ADKAR Model, created by Jeffrey Hiatt, the founder of Prosci, is the Prosci change management methodology.<\/p>\n<p>Figure 3: ADKAR Stages of Change<\/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>This model aims to identify the resistances to change and intervene in these points. For example, if an employee does not want to change because they do not understand the reason for the change, they are evaluated in the \u201cawareness\u201d stage. If he does not understand how to make the change, the insufficiency of &quot;Knowledge&quot; is intervened. In this way, all willing employees can adapt to change, albeit at different times and with interventions.<\/p>\n<p>All these models accept the impact of the employees on the change process as well as the stages of change and offer plans accordingly. By including the psychological reactions of their employees in their change plans, managers can manage the change processes more effectively and quickly, and at the same time support the well-being of their employees.<\/p>\n<hr \/><hr \/>\n<h1><strong>References<\/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 Medical Journal<\/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\">Download<\/a><\/div>","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}]}}