May people will fear change if they do not understand the importance and reason for the changes or how the change will benefit themselves. If the change is too detailed it leaves room for some to think about how they will fit in with the changes. Most individuals only fear change because they are not aware of how the changes will affect them. "Somtimes, changes do not work as intended, implementation difficulties arise, or the organization's circumstances change in ways that render the planned changes ineffectual" (Armenakis, Harris, Cole, Fillmer, 7 Self, 2007, p.274 ).
The first step is to make your team aware of why the changes are important or necessary. Some may feel that if its not broke then why fix it approach. It is extremely important
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If he was able to address their questions or concerns they may have become more acceptable to change. He was aware of why it was important to make change, but was unaware of why his staff was apprehensive to change. If their fears or concerns were addressed it may have made it easier to convince the staff.
Implementing a process of change management should have been his first step to trying to convince his people of the need for change. "Evaluating the readiness for changes within an organization and then developing change strategies and choosing and training change leaders and champions based on that assessment could be the next steps in the process" (O'Brien & Marakas, 2011, p.471). Involving as may of his peopleas poosib le in the change process is another important factor.
These recommendations could have prevented his people from becoming so apprehensive of the need for change. His people were only apprehensive because they were unaware of how the change would effect them or their jobs. They were all comfortable, but felt that the need for change was needed. A vision or plan was never implemented and was a very important aspect to understand the benefits of the change.
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In some cases, people will have a large work load. If the organizational change could change their work load they may embrace the proposed changes as well. Change has a way of affecting everybody that is involved, so they will need to understand the benefits of the proposed changes.
Promotions are always great. Cost decreases can also bring bigger bonuses or more money added to the organizations annual raises. It was stated that some people do not want to be king or queens. Usually a promotion requires more work and some people are not interested. If they could continue to do their job with bigger benefits that could entice people to embrace proposed changes.
An automated system requires less work for everybody involved, which means that they may be required to work less hours as well. They will have more time to spend at the office and not have to be in the field as much either. People will need to have complete uderstanding and introducing project-based management could also entice the people. There are many benefits associated with introducing project-based management, such as greater entrepreneurship, more client satisfaction, more effective communication, more knowledge management and know-how transfer, improved project control, and greater project performance ( Martinsuo, Hensman, Artto, Kujala, & Jaafari,
Why is it that when organizations announce upcoming changes to their employees they are rarely excited about it? You do not see them jovially discussing what is going to happen next, and/or how these changes are going to make their organization better. No, none of this is happening. Most of them are worried and wondering how these changes will affect them, and what their roles are going to be. This mindset makes organizational change difficult. Society in general just does not like change, nor are they comfortable with it.
Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional
In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees
Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to
The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.
It is common knowledge, that some people adapt to change very well and the others don`t. That`s why is so important to support the staff during the change because if they feel supported, they are more likely to be more open to accept changes and adapt to them quickly.
In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the
Change A great philosopher named Heraclitus once said that “The only thing that is constant is change”. Although this is true, we as humans often have a lot difficulty with accepting this fact. Most of us are not accustomed to the thought of change. Therefore when it is forced upon us, our ignorance causes us to be anxious and fearful about the possibilities that change can bring.
Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews
What are you afraid of? Many people are afraid of many things such as death, heights, bugs, or public speaking; but the fear of change ranks high in the list of things that trigger anxiety (Radwan). Is there a reasonable answer why people neglect change nowadays? In fact, there is more than one answer to this question. Change has become such an important aspect of our everyday life that it is impossible to ignore. When it comes to the idea of change, most people will readily agree that some individuals try their hardest to avoid change. The reason behind this known theory is that those individuals don’t fear change; they fear being changed (Rabadam). In the end, change is something that drives them away from wanting to experience other
1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step
Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed
Certainly, there are several reasons why people don’t like to undergo a change situation. Firstly, some people are more concerned about the implications of change to themselves rather than thinking of the benefits it could bring for the company for example, I feel more comfortable working where there is more interaction with customers rather than working inside the office. Secondly, it somewhat also depends on the individual’s level of tolerance to change; some people feel more secured and satisfied with current working environment. Furthermore, there might be inadequate information about the benefits a change can bring in to them and the organization. Therefore employees are usually hesitant of undergoing a change situation. However, chapter 6 of Organizational Change looks into how we can minimise resistance to change in an organization which is described as Kotter’s theory. Kotter suggested six strategies for overcoming resistance to change:
In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided.