The change approach that Jordan Cement Factories adopted was a gradual one, in which the company envisioned that the process of change would be carried out in phases, over a period of two to three years. During the change process, the company selected a participative change model, whereby the participation of the HR and the staff was considered vital. Under this model, a methodological guide was employed to integrate new firms, under which groups from diverse functional areas were asked to visit the subsidiary, for purposes of identifying priority actions that were to be undertaken within the first three months. The action program was then accompanied by implementation of longer-term program of actions that sought to make the changes necessitated to fully integrate the new subsidiary. Additionally, the organization made some structural changes as part of the change process. While the leadership seemed committed to its change, program and intended to introduce change gradually and cautiously, it potentially missed effective communication process, a factor that saw the company bear unfavourable effects later.
The individual perception of the process of change had significant influence on the end result of the change program. The reason is that the success of the change program was fundamentally dependent on the efforts of the individual staff. As such, it was expected that the company influence and manipulate the perception of individual staff, through effective communication process. However, since the company failed to effectively communicate the change logistics to its staff, the result was that it faced strong resistance from the union and some staff. Consequently, no plan laid out by the company could be successfully implemented due to the growing pressure and resistance from the union.