WO F ORGANISATION IN EUROPE )N NEWSLETTER · Tiv opean Work Organisation Network · March 2001 ¡PƱn!nujtiiL Psychology and Transition to the new change — the key link The EWON newsletter has already presented several examples of ideas and programmes for improving the organisation of work. In One key factor, often underestimated in introducing new methods this issue, we focus on the process of of work, is their impact on people. change and its psychological effects, an element which is often underestimated. For workers, organisational change implies have been treated unfairly or are concerned It is extraordinarily difficult to change peo adapting not only to the change itself, but about their job security and career developalso to the new working conditions arising ment. Support could include: ple's behaviour and habits. Employees, as from it — usually involving greater flexibility. • clearly explaining the reasons for change; well as managers, have to be strongly supUnderestimating the human aspect can be an • providing social support, for instance by ported in the transition from the 'old' to obstacle to grasping the potential benefits of not letting people become isolated and the 'new' in order to avoid unease in the change in terms of productivity, and can also listening to and understanding their workplace and resistance to change. bring increased stress for workers, low moti concerns; vation and reduced levels of performance.