AN OLD Chinese saying described crisis and opportunity as being two sides of the same coin. Often, before we can see the opportunity in crisis, we need to look at things differently and to re-equip ourselves.
When an organisation is redefining itself, people's first reaction is often resistance. All of a sudden they are forced to question their value to the new guard.
So it's small wonder that while senior management is talking the new direction, front-line employees are digging in rather than becoming exemplary foot soldiers.
How can an organisation best steer itself and its people along the new path? How can a company maintain morale and team spirit when it is acquired by some faceless conglomerate? How can it help its employees cope with the changing environment? Hongkong Telecom is one company fighting the good fight to change with the times. It has been quick to help employees manage what must be on-going change.
Mr Dennis Becker, president of Outcomes, which conducts organisational training programmes, has been invited into Hongkong Telecom to help people redefine roles and their vision of leadership. And, through their growth, find passion in the contribution they can make in alignment with the company's goals.
''What is most challenged during change is peoples' assumptions and beliefs, their value, role, fit and future,'' said Mr Becker. ''And, ultimately, people must look at their actions against the new road being laid and ask: Are my actions setting myself up to succeed or fail?'' Ms B. J. Gran, manager of business and training at Hongkong Telecom, is one of the stewards helping employees in recognising opportunities presented by change - ''99.99 per cent of people want to do a good job, want the company to succeed''.
''Now, through leadership and training, management and systems support, they can increasingly see how that can be done,'' Ms Gran said.