Behavioral Reactions to Change

2030 WordsNov 2, 20109 Pages
Name the four behavioral reactions to change. Describe the behavioral signs of each reaction, and identify an organizational strategy for dealing with each reaction. Change management is a set of processes employed to ensure that significant changes are implemented in a controlled and systematic manner. One of the goals of change management is the alignment of people and culture with strategic shifts in the organization, to overcome resistance to change in order to increase engagement and the achievement of the organization’s goal for effective transformation. Achieving sustainable change begins with a clear understanding of the current state of the organization, followed by the implementation of appropriate and targeted strategies. The…show more content…
An expression of concerns about the change can provide important feedback that managers can use to improve the change process. Emotional support and encouragement can help an employee deal with the anxiety that is a natural response to change. Employees who experience severe reactions to change can benefit from talking with a counselor. Some companies provide counseling through their employee assistance plans. Open communication, participation, and emotional support can go a long way toward managing resistance to change. Managers must realize that some resistance is inevitable, however, and should plan ways to deal with resistance early in the change process. Managing resistance to change is a long and often arduous process. GTE Mobilnet faced substantial resistance to change when it implemented its customer connection initiative, with the goal of building a cellular – phone network that ranks first in customer service. The change agent, Ben Powel, and his teammates tried to persuade staffers at Mobilnet’s 350 service centers to send new cellular phones out the door with fully charged batteries in them. The salespeople liked the idea – they could tell customers that their phones were ready to use when they sold them. Service workers, however, balked at the idea because they were the ones who had to install the batteries. Powell and his team essentially repeated the following dialogue 350 times: “You can’t see why you
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