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Surveys of executives reveal that many companies fall short of their profit objectives due to “people problems.” Research for my Absolutely Fabulous Organizational Change book found these “people problems” fall into two “r”

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

categories: rebellion and resistance.

Rebellion is akin to teenagers defying authority figures, fir instance, rebelling against leaders who institute change. Resistance includes employees flinging roadblocks in the way of

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

the organizational change. Examples include employees slowing down their work pace, badmouthing the change behind leaders’ backs, making spiteful comments about the leaders, and slashing productivity.

Feels Like a Lover o

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

r Spouse Just Walked Out on You

One of my prouder moments in the media spotlight occurred when I appeared on business television shows -- and also was quoted in national magazines -- concerning employees’ emotional reaction

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

s to organizational change. I had just delivered a speech on the topic at a national convention. At the press conference after my speech, reporters snapped to attention and later quoted me when I said the following: "The

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

ajor emotional reaction of employees during organizational change is that they feel like their spouse or lover just walked out on them!”

Why did my statement attract media attention? Because I summarized the emotionally ch

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

arged sting of betrayal everyone has felt for various reasons. Employees showing difficulty handling change often feel betrayed. They get used to everything at work being done in a certain way. But all of a sudden, if a c

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

ompany (or spouse or lover) changes how it acts, the person feels a huge sense of loss, distrust, and betrayal.

7 Methods to Handle Resistant Employees

My research on executives who lead highly profitable organizational ch

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

ange uncovered the seven most useful methods to handle resistant employees:

a. communicate reasons for change

b. terminate

c. involve employees in decision-making

d. incentive pay

e. insist employees achieve quanti

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

fied objectives within deadlines

f. teamwork that creates peer pressure to “get with the program”

g. celebrate successes to help employees feel proud and emotionally “bond”

“Old-Style” Versus “New-Style” Employees

Anot

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

er bottom line concern: Employees who worked productively before the organizational change may be unproductive after the change is implemented. I call them “old-style” and “new-style” employees. I find the following vital

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

differences:

Old-Style Employees: Works in 1 department, Solo work, Likes receiving direction, Prefers to be told what to do, and Focus: Seniority & experience.

New-Style Employees: Interdepartmental, Teamwork, Likes

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

ndependence, Prefers shared leadership, and Focus: Updating & expanding skills.

For example, at Excell Global Services, vice president Lori Ulichnie used four methods to transform old-style employees into the new-style emp

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

loyees needed to implement Excell’s highly profitable organizational changes:

a. Incentive pay

b. Thrill of employees receiving executives’ attention

c. Clear business strategy

d. “Communicate 500 Times” -- continu

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ally repeating Excell’s strategy to employees.

Shoot the Dissenters

Another way to handle resistant employees was colorfully stated when I delivered my Absolutely Fabulous Organizational Change™ presentation at a company’s

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

management retreat. At one point during my presentation, an executive stood and dramatically announced: “As our organization undergoes major organizational changes, we always seek to cure the wounded. But, we will shoot t

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

he dissenters!”

Every manager in my workshop remained silent for a few moments. Then, they all burst out laughing. Reason: They recognized the wisdom of what they heard. Some rebellious and resistant employees simply ne

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

ed to be de-employed. After all, a company’s purpose is to prosper -- not to run a counseling center for rebellious employees.

Hire the Best

Importantly, a fantastic way to avoid employee problems in times of change is to

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

not hire employees who could become problem employees! As I always ask in my workshops and speeches on Hire the Best -- & Avoid the Rest™, “What’s the fastest, cheapest and easiest way to have productive and dependable emp

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

loyees?” My answer: “Hire people who are productive and dependable human beings!!” Superior hiring methods often include evaluating applicants using customized tests and interviews.

© Copyright 2005, Michael Mercer, Ph.D

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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We all know what it feels like to come up empty handed, especially when trying to recruit new employees. You pay hundreds of dollars to post a job and then thousands of dollars to interview, sift through the information, and finally you get down to selecting from the final few.

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