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People and Process: Successful Change Management Initiatives, Jesús David…
People and Process: Successful Change Management
Initiatives
The Impact on Employees
Uncertainty in the workplace can demoralize employees to the point of impacting productivity.
stated that “change includes a component of uncertainty, which reduces the individual’s ability to predict the consequences of change and of individual behaviors, thus reducing the sense of control”
From a practical sense, management should address these perceived threats when implementing a change.
Emotional reactions to change are not necessarily logical nor justified, yet are longer lasting than more
practical concerns and speak to self-concept in the workplace
Presentation of the change should focus on opportunities rather tan terminations. One of the drivers of organizational change must take into account cultural relevancy
A change initiative should address practical applications and
reality in the workplace as well as the global marketplace
It is not enough to delegate tasks, but leaders
must also delegate authority to see that the job gets done
Effective tools an HR coach can
use include feedback, identifying behaviors for change, developing an action plan with employees
Resistance to Change
Leaders have a responsibility to communicate to others the intent and spirit of the proposed
change.
Conflict resolution involves sensemaking, in which individuals communicate and make sense together, framed
by a common culture
Conflict arises when organizations are in flux and the people within them respond in dysfunctional manners to those changes
Some adoptions encourage innovation, and some discourage deviation from the way things have always been done and communication has been conducted
True and lasting change comes from the bottom up
Below the social surface of the everyday mundane tasks of the company, the organization’s social
tapestry begins to unravel, and people resist the change and then sabotage it
The unresolved conflict will have consequences in the future, as hostilities and confusion are buried, only to resurface later in acts of sabotage, theft, interpersonal aggression, employee turnover, and job dissatisfaction
Responsiveness, openness, and flexibility behaviors are identified as
important components of effective communication
what the true goals of
the change initiative are—to remain competitive in the global marketplace.
Many times during this process,
the difference between leadership and management is that leadership involves change initiatives
Leadership Communication for a Successful CMI
We would posit that a successful CMI is
dependent upon leadership and transformational leaders.
Too often, a change initiative is more about the process than the people.
It may be more appropriate to focus change on the process in many cases; however, without the people on board for a change initiative, all the plans in the world will mean little.
Leaders inspire others to assist the changes needed. Indeed,
transformational leaders must be proficient in relationship management where self-awareness, self-management, and empathy
A company is not just about paying people for their work; it also is about assisting others in developing pride in their work as well as encouraging collaboration and innovation into new ways of doing business as usual
Also interactive and productive learning organization community acknowledges and nurtures communication in the workplace
It is moving others in a new direction, finding common
ground, building networks, and giving others a common purpose and vision
Transformational leaders move others towards shared
dreams when change is required, provide clarity, and build team commitment
Resistance to Change
Change management can be fraught with opportunities or with
disruption
Leaders and their organizations go beyond limitations and at times implement the unorthodox to address
change management in today’s world of rapid innovation by redefining success
Organizations must change and adapt to the current economic environment
and the people within them must also change and adapt as well
Resistance to change is treated through organizational psychology
management is a maintenance force; leadership involves people and management involves paper,
implementation, and systems
Resistance to change is sometimes difficult for individuals and organizations to embrace
Conflict arises when
organizations are in flux and the people within them respond in dysfunctional manners to those changes
Through the use of resources we can achieve that the employee together with the company acquire new and positive attitudes
Jesús David Aguilar Márquez
Fuente: Fusch G. E., Ness L., Booker J. M., y Fusch P. I (2020). People and Process: Successful Change Management Initiatives. Journal of Social Change, Volume 12, Issue 1, Pages 166–184.
https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=1264&context=jsc
